Most of these efforts to transform will fail. And, in most cases, they miss the mark not because the new strategy is flawed, but because the organization can’t carry it out. To survive this pandemic, leaders must confront the reality of their competitive environment and the hidden barriers that make their organization ineffective. If your strategy is failing and you don’t know why, look for these hidden barriers in your organization: unclear values, ineffective senior team, ineffective leadership style, poor coordination, inadequate leadership development, and inadequate vertical communication.

Nearly every organization is grappling with huge strategic challenges, often with a need to reimagine its very purpose, identity, strategy, business model, and structure. Most of these efforts to transform will fail. And, in most cases, they miss the mark not because the new strategy is flawed, but because the organization can’t carry it out. To survive this pandemic, leaders must confront the reality of their competitive environment and the hidden barriers that make their organization ineffective. If your strategy is failing and you don’t know why, look for these hidden barriers in your organization: unclear values, ineffective senior team, ineffective leadership style, poor coordination, inadequate leadership development, and inadequate vertical communication. My experience in working and studying corporate transformations points to the six common interrelated reasons for failures — I call these hidden barriers.
Leaders often don’t know — and sometimes do not want to know — about hidden barriers that stand in the way of their institution’s transformation. People do not speak up about these barriers, fearing career derailment and even firing (think Boeing, Wells Fargo, Volkswagen, and many others). That in turn makes it impossible for senior teams to learn about barriers and change them.
Often, the underlying problem is not this or that strategy, but rather the process by which the strategy was formed — or the lack of any such process. In these cases, strategy is often developed by the leader along with the chief strategy or marketing executive and only then communicated to the rest of the senior team for discussion. If the whole team is not involved clarity and commitment are not possible.
Conflicting priorities, conflicts over resources, and poor execution of strategy, due to functions and businesses each championing their own priorities.
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