1. Most corporate strategies do not ensure that implementation at both the entity and operational levels are managed by enterprise management professionals

2. Most enterprise strategies do not include triggers thats capture real time deviation and changes to the baseline

3. Most strategies do not make provisions for real time analytics and impact determination as it relates to all functional processes within the organization

4. Most enterprise do not make provisions for evaluation and remediation of key functional dependencies in their over all strategies

5. Most organization do not have a centralized enterprise management office(EMO) whose responsibility is to work with functional business units and deplore enterprise management framework, and also monitor and report on the implementation status and delivery of their corporate strategies

6. There are no real time bottom up benchmark at the process level, as such no data or inadequate industry information to map and determine the health of their enterprise strategies

7. Some organization in the 21st century could not identify and extract a single version of their functional business units as it relate to the over all strategies of the enterprise

8. Most corporate strategies are over reliant on periodic performance evaluation instead of adopting a real time technique that boost the delivery of increased performance at the varying operating levels

9. Some enterprise strategies do not make adequate provision for integration of all functional units. Some teams operate out of the silo as such delay in data collection and decision making which in turn translate to strategic hung up with devastating impact on the organization

10. Alignment is very important in executing most corporate strategies, however optimized techniques to ensure key alignments are not mostly contained in the enterprise strategic plan.
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