Lack of Clear Strategy Organizational strategies tailored to suit the environment should provid clarity to members of the organization and ensure efficient resource deploy ment. As Andrews et al. (2006) point out, unless an organization has clea unambiguous, and realistic goals, it may find itself slipping into decline. Ou fieldwork indicated that there was a lack of clear strategic direction whic bred confusion and chaos and led to inefficient deployment of the firm' limited resources. The crucial part of this was the unconscious belief in th firm's ambiguous history and willingness to persist with existing strategies which dealt a major blow to its performance and consequent decline. As former engineering officer indicated, I worked for the company for 15 years and we never at any stage had a clear strategy. We went from crisis to crisis, always in conflict with government ministers and other government officials about the direc- tion for the firm. The various governments, and some in the company, wanted us to continue the "old ways" of doing things. Some of us wanted change, but the power was always on the part of the govern- ment and we hardly succeeded in changing anything. In the end, all our problems came to a head. Similarly, a senior finance manager contended, We got submerged because we moved from crisis to crisis and never made any major change to our strategy. We moved from high oil prices to low and then low to high. This went on for several years, but we never modernized the inefficient aircrafts we were using at the time. In