| dc.description.abstract | Strategy implementation is the process of transforming strategic intentions into actions,
then into acceptable results. It is one of the most vital phases in the decision making
process; embracing all the actions necessary to put the strategy into practice. Successful
strategy implementation is as critical and difficult as the strategic choice. It requires
consideration of the resources to the used, human resource requirements, structure,
system, and other variables.
Strategic management and hence strategy implementation are context sensitive. Thus, the
manner in which these are practiced in one sector may not fully help in understanding
their practice within other sectors. This study focused on a membership organization and
within the context of a multidivisional company. Among strategic management studies
that have been done, very few have focused on the implementation aspect. Furthermore,
these few ones have their focus more on other context other than the multidivisional
context. This study was designed to fill the gap by emphasizing strategy, implementation
in a multidivisional context. It sought to answer the questions: what are the strategy
implementation practices adopted by KIM in implementing its strategies?; and what are
the challenges that KIM face during the implementation process? Consequently, it
purposed achieve two objectives: to establish the strategy implementation practices
adopted by KIM; and to identify the challenges encountered by KIM in implementing its
strategies.
The major findings of the study were that KIM adopts various practices in implementing
its strategies. Embedded in the company's broad action plans and strategic thrust are
practices such as planning and control systems, performance targets,· direct supervision,
market mechanisms and some social cultural practices. The study established the whist
the practices that KIM uses support its strategies, aspect of the company structure and
culture, resistance to change, unsupportive processes and procedures.
Uncontrollable factors in the environment, inadequate training of staff and resources
among others were major obstacles to successful strategy implementation in the
company.
This study is presented in five chapters each with various sections through which the
researcher has tried to discuss the above issues. The findings of this study should be
understood and evaluated in light of the limitations of the study. This study is especially
helpful to KIM and other similar companies in Kenya. It should be particularly helpful to
the company's strategic team and managers of multidivisional organizations whose
responsibility include formulating and implementing strategies. | en |
