| dc.description.abstract | The purpose of this study was to investigate and document the strategic planning practices at the Law Society of Kenya. Different academicians and scholars have advanced that strategies can be formed implicitly as well as be formulated explicitly. Strategic planning is a sequence of analytical and evaluative procedures that are followed to formulate an intended strategy and the means of implementing it. Good progress has been made over a long period to improve the rigor of strategic planning practices.
The key role of strategic planning is to improve strategic performance, improving, assessing and monitoring the effectiveness of strategic planning practices, would appear to be key managerial task. Strategic planning has become a pillar of many organizations operations in the turbulent environment. Organization profiles are basically composed of mission, vision and organizational objectives hence strategic planning cannot be ignored.
This was a case study at the Law Society of Kenya. The researcher utilized primary and secondary data. Primary data was collected using a pre-planned interview guide. Secondary data was collected through a comprehensive desk review of strategic planning related documents at Law Society of Kenya. The research explored the extent to which LSK have adopted strategic planning practices in its operations. The data collected from the study was qualitative in nature and as such content analysis was used to analyse the data. In-depth interviews were carried out on senior managers who actively participated in the strategic planning process. The target number of senior managers to be interviewed was five but the researcher managed to interview four of them. The other manager could not be interviewed due to her commitment out of the country.
The study result indicates that strategic planning at Law Society of Kenya is formal and the top management control the entire process. The Law Society of Kenya has set up a formal strategic planning process with annual evaluation and control procedures. Strategic development and strategic planning practices were carried out simultaneously by the senior management headed by the Council, CEO and departmental heads.
The study found out that the process of strategy developing and strategic planning was not without challenges and complexities. These complexities and challenges were seen to be brought about by the shifts in paradigms, environment, people’s perceptions and changes in organizations itself which required continuous monitoring and evaluation. The research found out that it was important to carry out a thorough situational analysis of the organization, identify the organizational strength, weakness, opportunities and threats, in order to set out a successful strategic plan. | en_US |
