Title: Why Isn’t Your Strategy Sticking? Decoding the Barriers to Effective Implementation

In the ever-evolving business world, strategies often fail to stick due to various barriers - some tangible, others more elusive. The ability to translate your strategy into impactful actions calls for more than just clear communication and availability of resources. This detailed overview draws from expert insights offered by Robert Kaplan and David Norton and further explores this immensely relevant conundrum, helping you better navigate your strategic approach, especially as an entrepreneur.

Initially identified by Kaplan and Norton in 1992, four key barriers to effective strategy implementation include lack of understanding, lack of communication, disconnected incentives, and disconnected budgets. Notably, other experts over time have highlighted a few more barriers, such as misaligned goals, inadequate resources, and insufficient performance tracking.

Despite these identified barriers and the extensive knowledge about them in the business world, successful strategy implementation often remains an uphill battle. The issue isn't just about leaders failing to communicate strategies effectively; it is more deeply rooted in psychological factors. Therefore, to successfully enact change, leaders must adopt a contextual mindset, focusing on understanding and shaping perceptions, rather than sticking to a purely operational outlook.

Your strategy doesn't exist in a vacuum - it's a part of an ecosystem including the organizational structure, culture, and history. An ineffective strategy could be the result of an unyielding, hierarchical organization resistant to change. On the other hand, a company's historical experiences can also lead to cognitive obstacles, leading employees to reject new strategies based on past failures. This "historical baggage" has the potential to obstruct even the most well-planned strategy.

What's the solution? To ensure your strategy sticks, delving into your organization's context is key. Assess your existing policies, procedures, and organizational structure for potential barriers that may stifle decision-making or cause confusion. Also, retrospectively analyze past strategies, their achievements and shortcomings, and the collective sentiment they generated. Effective tools for this could include surveys and interviews with managers and employees.

Once identified and understood, it's crucial to address these obstacles and concerns head-on – regardless of how illogical or insignificant they may seem. This involves admitting past failures openly, empathetically understanding concerns, and illustrating how the current strategy is different from its predecessors. Authenticity and transparency could turn the tide, leading to stronger commitment and adherence from employees.

However, it doesn't end there. Actions speak louder than words, making it essential for leaders to take necessary steps in addressing these concealed barriers. Tackling more complex issues may require additional resources, training, or even changes in personnel. But rather than maintaining silence during this process, employers can create short-term solutions to assure employees that their concerns are being addressed.

In conclusion, effective strategy implementation is not just about delivering your objectives clearly. It entails understanding your organization's historical context, recognizing cognitive barriers, and addressing them authentically. By doing so, you could steer the collective mindset towards accepting and adhering to your new strategies, leading to more successful implementation outcomes.