dc.description.abstract | Successful strategy implementation depends on doing a good job of working with and
through others, building and strengthening competitive capabilities, motivating and
rewarding people in a strategy supportive manner and instilling the discipline of getting
things done. The study sought to establish the application of the McKinsey 7S model in
the process of strategy implementation by making use of the internal resources to create a
sustainable competitive environment to enable the organization to achieve its intended
revenue and policy targets. The study design was a case study aimed at getting detailed
information regarding the process of application of each of the seven elements of the
McKinsey 7S model in strategy implementation at the Kenya Revenue Authority.
Primary data was collected from six interviewees who are managers and assistant
managers at KRA by use of interview guides. The completed interview guides were
edited for completeness and consistency before processing the responses. Being a case
study, content analysis was most useful to interpret the data. The findings of the study
indicate that the McKinsey 7S model has been a useful tool for bringing the attainment of
the vision of KRA. This is explained by the ability of this tool to bring consensus around
the vision and therefore chart the way for successful strategy implementation. The
McKinsey model has enabled KRA to harmonize its internal elements to achieve its
intended targets. The elements are however applied in varying degrees at the authority to
be able to complement each other. The study recommends that KRA engages in a
continuous process of harmonizing its internal environment so as to be able to respond
effectively to the ever dynamic tax environment in Kenya. It also recommends the
empowerment of staff so that they clearly understand their individual role in the
implementation process. Some of the limitations of the study include difficulty to get the
full information as required due to limited amount of time for the interviews and the
secrecy of interviewees | en_US |