Strategic Planning Practices at Kpmg Kenya

Abstract

This study sought to determine the strategic planning practices at KPMG Kenya and the factors that influence strategic planning at KPMG Kenya. The study was done through a case study and data was obtained through responses to the questions that were contained in two questionnaires. Secondary data was obtained from company journals and the company's strategic plan for the year 2008-2013.

The study revealed that strategic planning in this organization was deliberate and highly formal. Strategy workshops were found to be the most favored way of conducting strategic planning sessions. The process of strategy development was also very inclusive with various levels of management represented apart from the lower level employees. Objective setting in this organization was mainly top-bottom. The organization was very keen on conducting environment and competitor analysis although this was not done at corporate level but at business unit level.

The process of strategic planning was also influenced by a number of factors such as competition, external influence, organizational power and politics and culture. As a result of these findings it was recommended that the lower level employees be given more representation in the process of strategy development. Furthermore, a need for a system to ensure accountability at the top level management was also highlighted in the recommendations.