Strategy Implementation at Kenyatta National Hospital Nairobi, Kenya

Abstract

Implementing strategies effectively is a crucial aspect of the strategic management process within all types of organizations. The process of strategy implementation commences during the planning and strategy development phases and extends through to the actual execution stage. Nevertheless, the translation of strategic plans into actionable steps presents a multifaceted and challenging undertaking. The fundamental objectives of this study encompassed an exploration of the methodology employed in strategy implementation at Kenyatta National Hospital, an investigation into the obstacles encountered during this implementation, and an evaluation of the approaches employed to overcome these challenges. The research approach centered on a case study design. The collection of primary data involved the use of targeted interview guides, while secondary data was sourced from various outlets including hospital news outlets, broadcasts, published materials, the official hospital website, KNH's strategic plans, and human resource manuals. These interview guides were administered through individual interviews, encompassing a total of six participants. The analysis of qualitative data was carried out through the application of content analysis techniques. The outcomes of the study were subsequently presented in a narrative format. It was noted that KNH focuses on; Hospital long-term vision, resource allocation, stakeholder involvement, staff training and development, strategic leadership, strategy communication, organizational structure alignment and monitoring and control strategies. Further, target setting risk management, resource mobilization and periodical budgetary prioritization practices are embedded in the strategy implementation practices of KNH. Additionally, it was vividly elaborate that KNH strategy implementation challenges oscillate around; strategy complexity, inadequate financial resources, Inadequate human resources for health, institutional inertia or change resistance, communication breakdown, changes in government policies, legislations and guidelines and presence of uncontrollable external factors. In addition, inadequate rewards systems, Inadequate technologies for health and ineffective national referral policy hinder the actualization KNH Strategy as well as the dream to be a world-class specialized patient centered Hospital. From the findings, it was established that KNH embraced several measures to address strategy implementation challenges. These include strategy advocacy programs, cascading of its strategic plan, target setting through its strategic objectives, resource mobilization, culture change and management program, continuously monitoring and evaluation reporting learning and adapting. The study's findings pointed to several key conclusions regarding the effective implementation of strategies at KNH. Continuous monitoring and control of strategy implementation emerged as a vital factor, alongside maintaining consistent internal communication, and aligning both systems and personnel. To enhance practical implementation, the study suggested several recommendations. These encompass the necessity for KNH to strategically allocate and prioritize resources, fortify its operational frameworks, introduce modifications in reward and incentive structures, foster a balanced organizational culture, and embrace comprehensive automation. From a policy perspective, the study underscored the importance of reinforcing policies and guidelines to elevate service delivery excellence.