Managers must accept ultimate responsibility for the strategies of their organisation and this task cannot be delegated to a subcontractor. The problem arises when you abuse this crutch, because it merely delays the development of this strategic skill. There is nothing wrong with enlisting the assistance of external experts managers are increasingly using consultants to deal with management issues that do not involve operations. But the truth is, in reality, no one knows the business better than the people within the organisation who will have to implement a strategy. People have a vested interest in spreading the idea that strategic decisions are very complex and are best left to external consultants. Strategic decisions involve a high level of uncertainty and can rarely be reversed In this type of strategic decision-making, they have no prior experience and often managers feel insecure and tend to seek outside help. Strategic decisions involve a high level of uncertainty and can rarely be reversed. The challenge for managers is that they have to make these decisions with a limited amount of information and with few past experiences to draw upon. These decisions affect the entire company and normally involve a firm commitment to resources. This activity relates to the future of the company and the setting of medium- and long-terms goals for the organisation. Managing strategic decisions is different. This can be classed as operational management, the everyday running of the business. Their day-to day work involves dealing with management issues that normally concern routine company activities requiring quick decisions. Managers find it difficult to make strategic decisions and develop this management skill.
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