Causes of Strategy Implementation Failure in Organizations and the Role of Integrated Management Systems in Mitigating Them: An Analytical Study

Abstract

This study aims to explore the root causes of strategy implementation failure within organizations, focusing on the pivotal role played by the absence of an Integrated Management System (IMS). The paper examines the theoretical definitions of strategic planning, the evolution of the concept of strategic failure, and the critical factors that either facilitate or hinder the implementation process. The study highlights that strategy implementation is a dynamic and complex process influenced by various internal factors, asserting that failure often occurs during the execution phase rather than the formulation stage. Furthermore, the study categorizes a set of barriers and challenges into organizational issues, planning consequences, and administrative or individual obstacles. These include structural weaknesses, poor resource allocation, communication gaps, resistance to change, and ineffective leadership. The paper emphasizes the importance of adopting the International Standard (ISO 9001:2015) as a framework for achieving an integrated management system. Such a system enhances the efficiency and effectiveness of strategy execution and reduces failure risks by integrating operational components into a cohesive system that meets customer requirements and achieves organizational goals effectively.