Obviously, the art of strategic thinking should be based on the observation of natural laws. Hence, we can list the most common strategic mistakes that people tend not to notice due to the non-irreproachable nature of their cognition, namely:
- - wrong or inconsistent goal description. Quite often, some short-term, irrelevant problems appear to be the objective, whereas the real goals, such as sustainable yield of the company, escape managers’ attention. This situation is similar to one in which an absolute novice begins playing chess, moving pieces without any deliberate strategy; the manager then appears before the boss like a student who failed to bring to a teacher an appropriate and relevant coursework.
- - non-systematic and limping analysis of the situation. Such occasion happens when strategy specialists for some reason sideline the dynamics of the market or another business medium, and possible loops in the system remain unnoticed. As the result, a vast volume of data gathered appears to be useless, like botany papers topics for a circus performance.
- - rigid or irreversible focus points. Sometimes, several business operations show themselves as successful and reliable on the beginning. The problem is, even if the subsequent situation reveals that the entire project has been a total failure, it is often impossible for managers to turn their eyes away from the initial goal. These favorite focus points that have riveted managers’ attention cause the inability to take into consideration more important tasks.
- - unnoticed and invisible side-effects. It happens when almost all mental efforts of strategic business plan performers are aimed at a single task, whereas other problems receive low-priority marks. These unequal attempts may shatter the balance – while one situation is being intensively improved, no tests are conducted to investigate the indirect effects on subsystems. Consequently, the most negative repercussions may come unexpectedly.
- - tendency to apply over-management. Sometimes, it does not occur to people’s mind that massive intervention is able not to improve but ruin the system. Being unable or uninterested to predict long-term effects of changes, managers often destroy the system with their eagerness.