Challenges of strategy implementation at the Parliamentary Service Commission of Kenya
The concept of strategy originated from the military. However due to the rapid changes in the operating environment, private organizations have adopted it in developing their game plans to drive their organizations on where they would like to be. For the public sector, particularly the Parliamentary Service Commission (PSC), the concept is new. This study sought to establish the challenges of adopting strategic management and, more specifically, on the strategic implementation. The objective of this study was to determine the challenges of strategy implementation at the Parliamentary Service Coinmission. The study adopted a case study research design and used primary data that was collected using an interview guide. The researcher interviewed members of the PSC strategic plan implementing committee who were the target respondents. Content analysis was used to analyze the data collected from the respondents since it was qualitative in nature. The study found that the organization encountered the following problems: slow procurement procedures due to bureaucracy in administration hence delays in decision making for some of the key projects, inadequate office space, lack of a clear communication framework due to poor inter and intra-communication and coordination among/within Directorates/Departments and slow implementation of some projects due to lack of adequate technical staff. The study recommends that the management should assess the organizational capabilities and behavior needed to move from what the organization is to what it needs to become and determine what work processes would be required to implement the strategy and design current work processes to fit those requirements.