Implementation Strategies Adopted by Kenya Electricity Generating Company (Kengen) for Renewable Projects in Kenya
Abstract
Strategy implementation is so critical in creating and sustaining competitive advantage in the
business environment that it calls for research and development of appropriate technologies.
This research work is part of that effort. In today’s turbulent and competitive environment,
there is an increasing recognition of the need for more dynamic approaches to formulating as
well as implementing strategies. Implementing strategy is tougher and more time-consuming
than strategy-making. Each implementation situation occurs in a different context, affected
by differing factors such as business practices and competitive situations, work environments
and cultures. The approach to implementation should therefore be customized. The study was
investigating the implementation strategies adopted by KenGenfor renewable projects in
Kenya. The findings of this study will contribute to building the existing body of knowledge
in strategic management and specifically on strategy implementation. A case study of
KenGen was carried out. It involved an in-depth investigation of the phenomenon of strategy
implementation. To obtain primary data, which was qualitative in nature, six top level
executives were interviewed by use of semi-structured questionnaire. Secondary data was
obtained from management information system, internet and printed records. The data
collection instrument used was a semi-structured interview guide that was flexible and which
gave the researcher an opportunity to probe further. Data was analyzed in accordance with
the objectives of the study using content analysis method. Findings from the study indicate
that various best practice principles were applied in strategy implementation at KenGen such
as measuring the attainment of targets using the balanced scorecard and monitoring the
implementation process by the Transformation Monitoring Office (TMO). The findings
showed that these practices did support the implementation of the business plan (strategy). It
is recommended that KenGen should continue driving strategy implementation through the
bi-weekly TMO meetings. The TMO must also place ongoing emphasis on communication
that is timely, broad based and effective. Performance management needs to be further
embedded and rolled out across KenGen. All employees need to be stakeholders in the future
direction of the organization. Their daily performance and activities should be measured
along the specific milestones and core values identified by the business plan. In addition,
KenGen should finalize the unfinished policies around monetary and non-monetary awards
and link the performance management system to the strategy that needs to be developed for
the company. There were two limitations of the study. First, some of the responses were
likely to be biased due to the fact that the informants who were interviewed were the actual
people involved in strategy implementation. Second, there was a constraint of availability of
informants due to engagements such as leave of absence, training, or fieldwork. A study
could be conducted to investigate how performance management in KenGen can be improved
to support strategy implementation process. A future study should also be conducted to
identify how KenGen was transformed from a “Good” organization to a “Great”
organization.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
The following license files are associated with this item: