Strategic planning practices in Mina Corp Africa (MCA) in Southern Sudan
Wang'ondu, Daniel W
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The basic managerial works are similar allover the world but management is sensitive to context due to environmental and organizational factors. Organizations can not operate without strategic plans, whether formal or informal. Organizations that have formal strategic planning have well documented vision and mission statements as well as strategic planning process. Many Kenyan organizations have found South Sudan to be a viable investment destination but organizations operating in South Sudan are faced with challenges emanating from external environment especially in the political, economic, socio-cultural, technological, legal and ecological factors. The study sought to determine strategic planning practices of Mina Corp Africa in Southern Sudan. It also sought to establish challenges faced by Mina Corp Africa (MCA) in Southern Sudan in strategic planning. The study used a case study design because only one organization, Mina Corp Africa was being studied. Both primary and secondary data were used in the study. Primary data was obtained from interviews through the help of interview guides while secondary data from documented materials from affiliate companies, annual reports and websites. Secondary data was helpful in supplementing primary data. Context analysis was used to analyze data and to arrive at conclusions and recommendations. The study found out that MCA is highly diversified, operates in turbulent environment and it practices informal strategic planning. The organization does not have documented vision and mission statements. Managers find it time consuming to do formalized strategic planning due to the rapidity of environment. The objectives were mainly business oriented and they depend on the business. The organization conducts internal and external environmental analysis to determine the various factors that affect strategy, and evaluates and re-evaluates strategy after implementation. However, the study found out that MCA faces several challenges in its practice of strategic planning ranging from poor communication channels, rapidity of the environment hence uncertainty, organization culture, terrorism and lack of continuity due to high turn-over of general managers. The study was faced with several limitations. The study focused on one organization _ MeA whose results were taken to represent all other Kenyan organizations operating in Southern Sudan. The results of the interview might be biased because the interviews were conducted between 4th July and 15th July 2011, when there was euphoria of independence. The results might also be biased towards the researcher's view since he is an employee of the company. Not all targeted interviewees were interviewed. Some were not available, others referred to their assistants, while still others were new in their jobs. Time and finance were also limited for a more thorough research. The study recommended all employees to be involved and actively participate in strategy making strategy implementation process, to improve communication channels and all employees to be made aware of strategies being followed in order to have a shared direction, MeA to find time and resource to do formal strategic planning and to avoid too much differentiation which often lend to deviation from its core business. The study also suggested further research.