POOR COORDINATION WITHIN MANAGEMENT
- Incongruous goals, opinions and policies among upper-level executives can obstruct the cross-system cooperation required by the strategy.
EMPLOYEES AREN’T BUYING IN
- Employee within the company do not understand the strategy.
- Employees feel no personal responsibility to fulfil the strategy.
- It’s possible they may feel that their effort will be inconsequential in actually bringing about a change, or perhaps they are contemptuous of management.
- Employees are impassive towards the execution of the strategy, and exert no enthusiasm in taking part.
- Employees are uninspired by the overarching goals of the strategy.
INADEQUATE CHANGE WITHIN WORK UNIT
- Managers fail to direct the effort of their work unit towards conforming with the new strategy.
- Managers style and tactics undermine employees enthusiasm about the strategy.
- Work proceeds as usual even within those units whereby the strategy requires swift and considerable change.
WEAK INTER-DEPARTMENTAL COLLABRORATION
- There are insufficient processes employed to advance the collaboration between different operating and functional areas.
THERE IS NO MEASUREMENT OF PROGRESS
A method of measuring progress toward the desire goals is either deficient or absent. It is difficult, if not impossible, to tell what exactly is changing.
Source: excerpt from compareHRIS.com