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Why good strategies fail

Roger Wery (Roger Wery (rwery@prtm.com) is a director based in the San Francisco office of management consulting firm PRTM. PRTM (www.prtm.com) helps companies develop and execute their strategies through improvements in best practices, IT‐enablement, and core business processes.)
Marc Waco ( Marc Waco (mwaco@prtm.com) is a PRTM principal. PRTM (www.prtm.com) helps companies develop and execute their strategies through improvements in best practices, IT‐enablement, and core business processes.)

Handbook of Business Strategy

ISSN: 1077-5730

Article publication date: 1 December 2004

Abstract

From lack of focus to competency gaps and other causes, good strategies can be saved with preventive actions. The business news is filled with stories of corporate failure. From the recent dot‐com busts to the once‐powerful companies whose fortunes have slipped, these unhappy endings are often the result of one thing: good strategies gone bad. And the underlying cause is usually poor execution.

Keywords

Citation

Wery, R. and Waco, M. (2004), "Why good strategies fail", Handbook of Business Strategy, Vol. 5 No. 1, pp. 153-157. https://doi.org/10.1108/10775730410493522

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited