Implementation Of Strategies At United States Agency For International Development In Kenya
The purpose of this study was to establish the factors influencing implementation of strategies at United States Agency for International Development in Kenya. This study was a case study of the USAID and used both primary and secondary data in order to achieve the study objectives. This design gave a descriptive and explanatory analysis of the USAID and its strategy implementation process. It also gave intensive description of the strategies that have been proposed at the USAID and how they have been implemented, their success and failures. The study findings suggest that implementation of strategies at the USAID is mixer of other major factors related to strategy formulation. They are both an institutional and an interpersonal process that gathers data and viewpoints and ultimately results in strategic decisions. These strategic decisions and how they have been reached have a major impact on strategy implementation success. Institutional factors (management and organizational policies) and people-oriented factors (leadership and communication) influence implementation outcome dialectically. Commitment has been achieved with the help of proper implementation tactics and communication activities by stakeholders in the organization. These factors in turn are influenced by four generic phases of strategy implementation, preimplementation, organizing implementation, managing implementation, and sustaining performance. A leader is viewed in this study as a managerial employee who is tasked to oversee the successful execution of strategic initiatives. While issues of strategic planning have presented challenges to strategic leaders, it is in the area of strategy implementation where these leaders have encountered a number of challenges. The respondents said that the management helps in translating strategies from just theories into action plans that enables the strategy to be successfully implemented and sustained. Based on the findings above, the study recommends that the management at the USAID should emphasis a vertical management system to ensure all stakeholders are made part of any project/programmes proposed. The company should keep on improving of the organizational policies guiding the implementation of its projects to ensure that they are carried out as envisioned in the guidelines. The study revealed that most strategies implemented were not backed by well crafted visions to guide them. Thus for the purpose of strategy implementation leaders should be able to craft a vision that create a fit between intended strategy and the specific personality profile of the implementation’s key players in the different departments of the organization. Most of strategies implementation failed due to lack of two way communication. It is therefore recommended that they should adopt two way communication tools that permit and solicit questions from employees on issues related to the formulated strategy and its implementation.