Challenges Of Strategy Implementation By Athletics Kenya
The objective of this study was to identify Challenges of Strategy Implementation by Athletics Kenya. (Musyoka, 2011) in her article, challenges of strategy implementation in Jomo Kenyatta foundation in the current turbulent economic times, said that firms in Kenya operate under increasing competitive and ever-changing environment. This puts them under pressure to continually review their strategic plans or formulate new ones to suit the existing trends. Further, without proper strategy implementation, even the most superior strategy is useless. According to Aosa(1992), once strategies have been developed, they need to be implemented: they are of no value unless they are effectively translated into action. This is necessary if such organizations are to remain competitive and relevant to current market trends. Strategy implementation is inextricably connected with organization change. The changes made to the organization configuration (structure, processes, relationships, boundaries) present internal sources of challenges. Further, changes in the macro-environment, the industry forces and the operating environment present external sources of challenges. The industry forces create intense competition as opposed to what could often occur under a monopolistic environment. This underpins the importance of scanning the internal and external environment as an important analysis during strategic planning. The link between strategy planning and implementation, coupled with communicating the strategy and allocation of resources to the plan, all aim at minimizing challenges to implementation. Athletics Kenya has embraced strategic management practices in response to the environmental dynamism AK has planned to deliberately make internal changes in its organizational configuration in an attempt to create a strategic fit. It is expected that this organizational change is likely to be faced with challenges. Further, the processes of implementation will encounter challenges from sources that are internal and external to the organization.
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