Challenges of Strategy Implementation in Nairobi City County, Kenya

Abstract

Conceptual component of the study is strategy implementation whereas contextual component is the Nairobi City County. Strategy implementation is a key stage in the strategy management process which is usually action oriented. NCC is one among 47 Counties in Kenya which are headed by Governors. The objective of this study was to establish strategies implemented in Nairobi City County, the extent of implementation of these strategies and challenges faced during strategy implementation. Literature review for two theories, strategy implementation and challenges during strategy implementation were done. The two theories anchored in the study were open system theory and agency theory. Predictions for these theories were consistent with findings of the study. The study shall be valuable to various groups namely: researchers, academicians, decision makers, policy makers and managers for Nairobi City County because the findings shall guide them during strategic management processes, which includes strategy formulation, implementation and evaluation. The research design adopted was a case study where a detailed and in-depth analysis of the County was done. Both primary and secondary data were used in the study. Primary data was collected through conducting personal interviews with senior managers from different ministries and secondary data was collected from current County Strategic plan paper for Nairobi County. Content analysis was used to analyse the collected data since both were qualitative in nature. Data collected was extracted, summary of results obtained, inferences drawn and conclusion made. The researcher found out that the County has a well formulated vision, mission, core values and strategies under implementation to enable them achieve their strategic objectives. This strategic actions were found to be SMART and responsive. The study found out that most of the challenges facing the County were similar to challenges discussed in the literature review. The study also found out that only 50% of the County strategies were implemented in the last 3 years. This study was considered a success since all the objectives were realised. The researcher made recommendations for top managers to involve and consult more during strategy formulation to allow all staff to own up these strategies. It was also recommended that the County should adopt lean structures, embrace technological innovations, offer proper remuneration to staff and manage their revenues appropriately. This study experienced some limitations because the researcher encountered some problems while conducting personal interviews as some respondents were not willing to elaborate much further. The researcher suggests that a similar study should be conducted for other 46 Counties in Kenya to compare and contrast findings of this study to other Counties.