dc.description.abstract | 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. | en_US |