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http://www.accaglobal.com/en/student/acca-qual-student-journey/qual-resource/accaqualification/p3/technical-articles/seven-deadly.html by Martin Corboy and Diarmid Corrbui 16 ay !""# $%&s and senior managers are increasingly judged on the success of their companies' business strategies. (et) despite the e*istence of comple* strategy formulation processes in many organisations) many corporate strategies fail to actually get implemented. +n this brief article) we describe the main pitfalls of successful strategy implementation. ,esearch by -rospectus .trategy $onsultants has revealed that up to #"/ of business strategies fail to get fully implemented. 0he strategy planning process in many organisations is treated with groans rather than cheers. +t is seen as a chore that must be endured rather than enjoyed. +n many cases) the output of the process) the business strategy fails to get implemented or is implemented in a form) which is quite different from the original intent. 1ecause of the wea2ness of over-centralised planning processes and the poor rate of strategy implementation) strategy planning as a major management tool went into decline in the 134"s and early 133"s. 0he focus of this period was on cost-reduction) downsi5ing) process re-engineering and increasing operational effectiveness. 6owever given recent mar2et turbulence and a renewed focus on growth and e*pansion) strategy and strategic planning are now very definitely bac2 in vogue. +f companies are to learn from the inadequacies and failures of strategy planning in the past) organisations need to loo2 at how they formulate their business strategies and) when they are developed) how they go about implementing them. .trategy is of limited value unless it is acted upon. 7hat can be done to improve the effectiveness of turning strategy into action8 9s often as not) it is usually the result of an organisations not committing one or more of the :seven deadly sins of strategy implementation:.