The strategic goals to implementation gaps at federation of Kenya employers
Strategy implementation requires ongoing deliberate action to achieve a firm's economic targets. Most leaders know that implementation is tough and can recall at least one corporate wide implementation they participated in, that failed. It is only in the last few years that leaders are starting to understand that implementation fails not because we have the wrong strategy, in most cases, but because the challenge of implementing the strategy is tougher than most Chief Executive Officers and leaders anticipate and they underestimate the whole challenge (Bossidy and Charan, 2002). This study sought to assess the extent to which strategic goals are achieved at Federation of Kenya Employers (FKE) for past two strategic periods, based on information from senior executives within the balanced score card framework. An interview guide with open ended questions was used to obtain this information. Secondary information was also obtained from audited financial statements and previous strategic plans. Content analysis was used in synthesising obtained information for meaning. The results were presented in figures using bar graphs and a pie chart. Overall, FKE was found to have experienced a strategic goals - to - implementation gap of 37.6% and 42% from its 2000 - 2004 and 2005 - 2009 strategic plans respectively. It was also found that strategy value is lost during implementation to factors such as inadequate or unavailable resources, poorly defined actions required for execution, unclear accountabilities, organizational silos and inadequate performance monitoring. The study also suggested good management practices including reward and recognition and performance tracking systems to be implemented in order to close the observed gaps.