| dc.description.abstract | Strategy implementation is the process of transforming strategic intentions into actions, then
into acceptable results. Successful strategy implementation is as critical and difficult as the
strategic choice. It requires consideration of the resources to be used, human resource
requirements, structure, systems, and other variables. This study focused on the Non
Governmental Organisation (NGO) sector and within the context of a multi-programme
international NGO: Oxfam GB-Kenya. Among strategic management studies that have been
done, very few have focused on the implementation aspect. Furthermore, these few ones have
laid their focus more on other contexts other than the multi-programme NGO context. This
study was designed to answer the questions: what are the strategy implementation practices
adopted by Oxfam GB-Kenya in implementing its strategies?; and what are the challenges
that Oxfam GB-Kenya faces during the implementation of its strategies? Consequently, it
purposed to achieve two objectives: to establish the strategy implementation practices adopted
by Oxfam GB-Kenya; and to identify the challenges encountered by Oxfam GB-Kenya in
implementing its strategies. The major findings of the study were that Oxfam GB-Kenya
adopts various practices in implementing its strategies. Embedded in the organization’s broad
action plans and strategic thrusts are practices such as planning and control systems,
employee empowerment, developing policies, putting in place optimum systems and
procedures, setting performance targets, and mobilization and sensitization of local
communities. The study established that whilst the practices that Oxfam GB-Kenya uses
support its strategies, inadequate resources, unsupportive aspects of organizational structure,
high employee turn-over, lack of involvement of strategy implementers during strategy
formulation, most staffs not willing to work in harsh environments, some resistance to change
by staffs, resistance from local communities to some project typologies, systemic failure of
protocol within the organization, and donor conditions and/or different priorities among
others were major obstacles to successful strategy implementation in the organization. This
study is presented in five chapters each with various sections through which the researcher
has tried to discuss the above issues. This study is especially helpful to Oxfam GB-Kenya and
other similar organizations operating in Kenya. It should be particularly helpful to the
organizations’ strategic teams and managers of multi-programme NGOs whose
responsibilities include formulating and implementing strategies. | en |
