Effect of Vision 2030 Development Strategies on Strategic Planning at Kenya Pipeline

Abstract

The development of Vision 2030 has emerged as benchmark for social, political and economic development in Kenya. Strategic planning has been embraced as a legitimate process that provides guidance, direction on decision making as well as objectives and resource allocation for the sustainability of firms. The general objective of this study was to determine the influence of Vision 2030 development strategy on strategic planning of Kenya Pipeline Company Limited. This study explored different theories that include the classical theory, resource based view theory and systems theory. The research used a case study design to determine the influence of Vision 2030 development strategy of strategic planning on parastatals in Kenya, case of Kenya pipeline. The study relied on primarily data acquired using an interview guide. From the findings most projects earmarked for implementation by KPC often call for huge amounts of resources including physical, financial, technological, human resources among others. Sixty percent of the sampled respondents pointed out that some roles and functions were not clearly structured and lacked supporting structure. The result revealed that KPC has faced challenges in information, technology, and political fields as a result of dynamic and turbulent

business environment. The study recommends that most of the new proposed pipelines are in line with project along the corridor. Vision 2030 social and political pillars have profound influence on company’s corporate strategic planning process. The study recommends that the study recommended that KPLC should create more awareness about the 2030pillars among the staff members