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Having a plan simply for plans sake – According to Pearlson (2016), some organizations go through the motions of developing a plan simply because common sense says every good organization must have
Having a plan simply for plans sake – According to Pearlson (2016), some organizations go through the motions of developing a plan simply because common sense says every good organization must have a plan. Don’t do this. Just like most everything in life, you get out of a plan what you put in. If you’re going to take the time to do it, do it right (Pearlson, Saunders, Galletta 2016).
Not understanding the environment or focusing on results – Saunders (2016) found Planning teams must pay attention to changes in the business environment, set meaningful priorities, and understand the need to pursue results (Pearlson, Saunders, Galletta 2016).
Partial commitment – Galletta (2016) mentioned that Business owners/CEOs/presidents must be fully committed and fully understand how a strategic plan can improve their enterprise. Without this knowledge, it’s tough to stay committed to the process (Pearlson, Saunders, Galletta 2016).
Not having the right people involved – Those charged with executing the plan should be involved from the onset, said Pearlson (2016). Those involved in creating the plan will be committed to seeing it through execution (Pearlson, Saunders, Galletta 2016).
Writing the plan and putting it on the shelf – This is as bad as not writing a plan at all. If a plan is to be an effective management tool, it must be used and reviewed continually, found Saunders (2016). Unlike Twinkies or a fine vino, strategic plans don’t have a good shelf life (Pearlson, Saunders, Galletta 2016).
Unwillingness or inability to change – Your company and your strategic plan must be nimble and able to adapt as market conditions change (Pearlson, Saunders, Galletta 2016).
Having the wrong people in leadership positions – Management must be willing to make the tough decisions to ensure the right individuals are in the right leadership positions, mentioned Galletta (2016). The “right” individuals include those who will advocate for and champion the strategic plan and keep the company on track (Pearlson, Saunders, Galletta 2016).
Ignoring marketplace reality, facts, and assumptions – According to Pearlson (2016), Don’t bury your head in the sand when it comes to marketplace realities, and don’t discount potential problems because they have not had an immediate impact on your business yet. Plan in advance and you’ll be ready when the tide comes in (Pearlson, Saunders, Galletta 2016).
No accountability or follow through – Saunders (2016) found that be tough once the plan is developed and resources are committed and ensure there are consequences for not delivering on the strategy (Pearlson, Saunders, Galletta 2016).
Unrealistic goals or lack of focus and resources – Strategic plans must be focused and include a manageable number of goals, objectives, and programs. Fewer and focused is better than numerous and nebulous, said Galletta (2016). Also, be prepared to assign adequate resources to accomplish those goals and objectives outlined in the plan (Pearlson, Saunders, Galletta 2016).
BlackBerry is Slow to react to market changes
According to Jacobides (2014) BlackBerry devices were top in their class for many years because they provided small Qwerty keyboards that made it easier to fire off emails and instant messages. It’s easy to forget, but touch screen phones were few and far between back then, and most people were far more comfortable using plastic keys and a little scroll ball (Heeks 2015).
Vertakova (2016) mentioned However, eventually, led by Apple and Android devices (more on them later), smartphone users became comfortable with touchscreen devices and actually preferred them for the larger screens. BlackBerry failed to notice the change. The firm stuck doggedly to the idea that fiddly plastic keys were not only desirable, but preferable to sleek, elegant devices, and that if it churned out enough they would still sell. This never happened, said by Belova (2016).
Rudakova (2016) found the company did try to turn the corner with BlackBerry 10 that allowed it to create full touchscreen devices with a more modern look and feel, but by then it was too late. According to Shadrina (2016) What's more, the app economy had exploded around iOS and Android so that, even those who did want a BlackBerry device were left without the core services they needed. Perhaps if BlackBerry had made beautiful, elegant phones it could have clawed something back and regrown but, as we shall see, it most definitely did not (Kobersy 2016).
References
Pearlson, K. E., Saunders, C. S., & Galletta, D. F. (2016). Managing and using information systems, binder ready version: a strategic approach. John Wiley & Sons.
Jacobides, M. G. (2014). Blackberry forgot to manage the ecosystem. Business Strategy Review, 24(4), 8-8.
Vertakova, Y. V., Rudakova, O. V., Shadrina, V. V., Kobersy, I. S., & Belova, I. N. (2016). Strategy of disruptive innovation in emerging regional markets: Factors of success and failure. International Journal of Economics and Financial Issues, 6(8S).
Heeks, R. (2015). Information systems and developing countries: Failure, success, and local improvisations. The information society, 18(2), 101-112.
