i) Focus/Purpose
Focus/purpose is
- not sensible
- not clear
- not simple
- inappropriate for the times
- not linking with core ideology (core purpose and core values)
- not sufficiently far-reaching, or is too far-reaching
- developed too quickly and is ultimately inappropriate
- lacking in consistency as "words, actions, deeds and reward/recognition/remuneration systems" are not reinforcing it
- not communicated enough to capture the "hearts and minds"
- an extension of the senior management's collective ego alone
- a whim or idea or cliche or fashionable/trendy catch-cry like "going for excellence", "going to a low-cost producer", etc
- a smoke-screen for another agenda, eg budget cuts are rationalised as a way to improve operations
- not linking with all the organisation's current and future activities and behaviours with the purpose, ie performance appraisal, compensation, etc.
- associated with negative aspects of the change like job losses, and in these cases there is a need to stress new growth possibilities, and a commitment to treat fairly anyone who is laid off or disadvantaged by the change
- limited use when the future is unknown
- can create a too-narrow focus
- has no passion in it