| dc.description.abstract | It is always more difficult to do something (implement it) than to say you are going to do
it (formulate it)!It therefore stands to reason that excellently formulated strategies will
fail if they are not properly implemented (Merchant, 2011). The challenge therefore is to
create a series of tight “fits” between strategy and the organisations competencies,
capabilities and structure; between strategy and resource allocation; between strategy and
policy; between strategy and internal support systems; between strategy and reward
structures; between strategy and corporate culture, etcetera (Thompson and Strickland,
1998).
The purpose of this study was to explore the strategy implementation processes at
Discovery Channel Global Education Partnership (DCGEP). The study further examined
the challenges the organization faced and how they responded to the challenges during
the implementation stage. At Discovery Channel Global Education Partnership
(DCGEP) the organizational strategies are formulated at the head office in Washington,
D.C. and the locally constituted country office is then tasked with the responsibility of
implementing the strategy. The “disconnect” between the strategy formulation process
and strategy implementation process has the potential to lead to numerous
implementation challenges for the organization. The research study objectives were to
determine how strategy implementation is handled at DCGEP, the challenges faced and
the how these challenges were addressed.
The research design used was the case study method. Case studies involve collecting
empirical data, generally from one or a small number of cases. Using the interview
method, the researcher deeply explored the interviewees’ points of view, feelings and
perspectives. The qualitative data collected was the analyzed objectivity, systematically
in order to break down, identify, and analyze the presence or relations of words, word
sense, characters, sentences, concepts or common themes.
The research results established that though DCGEP has a well formulated strategic plan,
the organization experienced a few challenges in the implementation process. The
researcher established the challenges as predominantly; resistance/inertia at the
implementation brought about by the misalignment of the culture and the systems in
place to the strategy implementation process; the lack of ownership of the strategy by
some employees and finally the morale and motivation of some employees as pertains to
their reward and incentive structures as well as their job security.
The research results show that the main mitigation strategies are inclusive participatory
management practices, the facilitation and support approach and the education and
communication approach as well as control measures were instigated to check the
challenges wherever possible.
For completeness and better understanding of the implications of the research findings, it
is imperative that the limitations be highlighted. The study was confined to challenges
facing strategy implementation at DCGEP, other aspects of the strategic management
process such as strategy formulation, monitoring and evaluation were completely
ignored. Due to limited resources such as time, the researcher collected data only from
the Kenyan implementation team as opposed to all members of DCGEP or its partners.
The research recommendations for further study are research can be undertaken to
encompass all aspects of strategic management, from strategy formulation, to strategy
implementation and control, based on the findings of the research. This line of study will
provide a more holistic picture of strategic management for strategic managers.
However, more specific to the NGO sector, the researcher recommends similar research
is undertaken to establish whether or not the challenges identified are common to the
sector to enable future implementers minimize and eradicate their negative impact on
future projects. | en |
