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>Lack of knowledge or experience in strategic planning - no training in strategic management >Poor reward structure - when an organisation assumes success, it often fails to reward success, then the firm may punish.
>Firefighting - an organization can be so deeply embroiled in resolving crises and firefighting that it has no time for planning.
>Waste of time
>Too expensive - organisations assume strategic planning is expensive.
>Laziness
>Content with success - if the firm is successful, they feel that there is no need as they are fine where they are.
>Fear of failure - By not taking action, businesses are reassured that there won't be failure. Every strategy they plan they always assume all risks instead of the positive side.
>Over confidence - being overconfident or overestimating can bring demise. Forethought is rarely wasted and is often marked as professionalism.
>Prior bad experience - if an organization had failed at previous attempt(s) at strategic planning they may be scared to try any strategy again.
>Self-interest - when someone has achieved status, privilege or self esteem through effectively using old system, he or she often sees new plans as a threat.
>Fear of unknown - people will be uncertain about their abilities to learn new skills or their ability to take on new roles.
>Honest difference of opinion - people may sincerely believe that strategic planning is wrong.
>Suspicion - employees may not trust management.
Ref: David, Fred R. 2013. Strategic Management: concepts and cases, Fourteenth Edition. Pearson Education Limited, England. Page 46-47
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susmita
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