Challenges of strategy implementation at laborex pharmaceuticals limited, Kenya
Mumo, Patricia S
MetadataShow full item record
Strategy is the direction and scope of an organization over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations. Strategy is an understanding of the external environment and the resources available to compete in that environment. Among resources which organizations have access to include, facilities, employees, know-how and finances. The aim of the study was to assess the challenges of strategy implementation at Laborex Pharmaceuticals Limited, Kenya. The study was conducted through a case study. The researcher used an interview guide as primary data collection instrument. The study found that management at Laborex is fully involved in the implementation of the strategic plan and at times considers itself a custodian of the plan because it provides the vision guidance in the implementation of the strategy including reviews. It found that the leadership is important for the implementation of strategy to be successful. Management at Laborex Kenya coordinates the responsibilities and provides support for their employees and act as role models in strategy implementation. The study found that there was need for executive and programme officials who are trained in strategic planning and implementation since they are more likely to meet performance targets set by the organization and offer visionary leadership and direction to others. The study found that implementation of strategy demands ownership and participation at all levels of management from top management to nonmanagement (employees). Interviewees agreed that effectiveness of strategy implementation is, at least in part, affected by the quality of people involved in the process. The study found that culture has stifled strategy implementation at Laborex Kenya. This is because most of the employees still have the old civil service mentality and maintains a particular work ethics. The study found that inadequate capacity at Laborex Kenya; inadequate funding to effectively complete all planned projects; inadequate operation management systems; unpredictable weather patterns; continued theft and vandalism of drugs; inadequate research and development; shortage of skilled and qualified professionals; poor coordination; lack of strategy ownership and political interference are other challenges faced at Laborex Kenya during strategy implementation. The study concludes that implementation of strategy demands ownership and participation at all levels of management from top management to non-management (employees). It concludes that silent killers of strategy implementation comprise unclear strategic intentions and conflicting priorities and weak co-ordination across functions. The study recommends that staff motivation and retention is important for ensuring success of strategy implementation. The human resource department should ensure that mechanisms are put in place to ensure that the staffs are motivated. This should include annual evaluation of their performances and basing their salary reviews and bonuses on the recommendations of the evaluations. It also recommends that Laborex Kenya should create a higher level of participation and involvement of members in the organization.
University of Nairobi