Chief Executive Officer Tom Grant set many objectives for his company to achieve in order to be successful in their industry. These objectives included commanding a strong position in all their chosen markets worldwide, based on leading edge technology, total quality and high manufacturing efficiency, bringing the automotive, aerospace and industrial sectors to a better balance in their contribution to group sales and profits, achieving performance and profit levels which match and beat those of their international competitors in all their businesses, enhancing the value they are able to provide to their existing and potential customers, and developing a company culture that encourages and rewards enterprise, professionalism and flexibility at every level in the organization. In order for these objectives be achieved by Lanchester, Tom Grant created the concept of a Competitiveness Achievement Plan. This plan would help support the company’s strategy and objectives due to the fact that it required every department to produce a plan that would demonstrate how they are capable of matching the performance of its closest competitors in the same market or how it can be even more successful in the same market. With this plan being fully functional it is easy to see Lanchester rising to the top of the industry but as a result of poor execution, this company would fail at achieving their objectives. A few different factors played a part in causing the Strategic Leadership Plan at Lanchester to ultimately fail. Tom Grant’s first mistake was that he was trying to accomplish too much too quickly. Tom was absolutely determined to turn the business around, and to lead it to grow and prosper as it once did. He began his focus on changing internally, and did so through the Competitiveness Achievement Plan and re-engineering. But soon after implementing both of these things, he