Strategy Implementation Process at Tetra Pak (K) Limited
Abstract
Organizations, whether for profit or non-profit, private or public have found it necessary
in recent years to engage in strategic management in order to achieve their corporate
goals. The environments in which they operate have become not only increasingly
uncertain but also more tightly interconnected (Machuki, 2005). This means that
organization’s managers are required to think strategically as never before, need to
translate their insight into effective strategies to cope with their changed environments
and to develop rationales necessary to lay the groundwork for adopting and implementing
strategic decisions in this ever changing environment. Strategy implementation is that
process through which strategy is translated into action and results achieved. It involves
acting on what has to be done internally to put the chosen or formulated strategy into
place and achieve the targeted results. This case study is about the strategy
implementation process at Tetra Pak (K) Ltd whose objective is to determine the process
of implementing strategy at Tetra Pak (K) Ltd outlining the challenges involved in the
process and how the organization deals with these challenges. The research methodology
entitled qualitative research method to understand strategy implementation process,
challenges and responses to these challenges at Tetra Pak (K) Ltd. Primary data was
collected by interviewing management staff. The data was then analysed using content
analysis. The study established that Tetra Pak (K) ltd institutionalized the global strategy
to fit into the local market conditions. It also ensured proper understanding of the strategy
by the functional heads who would in turn trickle down the strategy to their teams. The
study also showed that Tetra Pak had adopted an evaluation tool to track achievements of
the strategic objectives. The study however showed that Tetra Pak (K) ltd has had a fair
share of challenges in these process which include staff turnover, resistance to change,
short term job assignments, organizational culture and structure, customer strategy
misalignment among others. From the study findings, Tetra Pak has responded to these
challenges through initiatives that include staff succession planning, incorporating a
communication department, organizational restructuring and customer process re
alignments. The researcher has recommended involvement of local market participation
in the strategy formulation process. This is to enhance ownership of the strategy as well
as ensure that the strategy is aligned to the local market environment. The researcher also
recommends stronger alignments within the value chain process which includes
suppliers, government, customers and end consumers as the directly or indirectly affect
realization of the strategic objectives. This study has also given the limitations of the
research which are minimal commitment from some respondents due to their busy
schedules and lack of other stake holder views like lower level staff. The researcher has
recommended a study on the players within the same industry other thank Tetra Pak (K)
Limited.
Citation
A research project submitted in partial fulfillment of the requirement for the award of master of business administration degree, school of business, University of NairobiPublisher
Business Administration, University of Nairobi