Companies are more and more working in environments where demand is unpredictable, technology is changing quickly, supply chains are weak, capital is limited, and regulatory and stakeholder expectations are higher. In these circumstances, the formulation of enterprise development strategies cannot be confined to the creation of a formal plan; it must operate as a management system that integrates diagnosis, strategic selection, capability enhancement, resource distribution, and execution oversight. This article looks at problems that keep coming up that make enterprise development strategies less effective and harder to put into action. These problems include analytical bias, weak problem framing, confusion between operational effectiveness and strategy, inadequate capability-based design, insufficient integration of innovation and risk disciplines, and failure to turn strategic intent into measurable execution logic. This paper presents an integrated process logic for enhancing strategy development, utilizing a conceptual synthesis of strategic management literature and commonly employed strategy execution methodologies. The suggested viewpoint stresses disciplined trade-offs, aligning capabilities through a dynamic capabilities lens, managing uncertainty in a structured way through scenarios and risk-informed governance, and making sure that strategy and performance are linked in a clear way. The article provides a structured improvement agenda for businesses that want to close the gap between planning and execution and make their strategies more flexible without losing coherence.

Enterprise development strategy, strategic management, competitive positioning

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