The vision barrier, where the people who are supposed to implement these grand schemes do not have a clear idea of what is expected of them. Objective are not clearly defined and employees have no vision of the road ahead. The operational barrier, where functions like bugeting and process design focus on short - term ideals and payback rather than the overall longterm business strategy. The people barrier. Here variables like personal goals, knowledge building and core competencies of the employees are not linked to a business strategy and its successful implementation.
Balance is in the vision, management, operations, and people in a business organisation.
To overcome the barriers in these areas, a business must be able to create a clear vision of wher it is foing. Focus and direction must be clearly defined, with a clear understanding at all levels of the business organisation. The issue of management being a stumbling block to a business strategy is an old one as management often emphasise the survival of the company in the here and now. However, feedback and review processes must be made to concentrate on how current decisions are affecting the longterm plans and how the business can be made to stay on track. Operational decisions must not only be made with a view towards the long-term strategic and goals of an organisation, plans should tp beyond the next month or year, and also look at the next three years or even further.