ABSTRACT
As we discussed in Chapter 8, strategy formation directly or indirectly relates
to all facets of organizations, so it is essential to follow a holistic approach
when analyzing and evaluating complex issues of strategy formation. Bartlett
and Ghoshal (1987) noted that in all of the companies they studied, “the
issue was not a poor understanding of environmental forces or inappropriate
strategic intent. Without exception, they knew what they had to do; their
difficulties lay in how to achieve the necessary changes.” Supporting this,
Miller (2002) reports that organizations fail to implement over 70 percent of
their new strategic initiatives.
