Strategy Implementation at the Kenya Immigration Department
Previous comprehensive research on strategy implementation at different contexts allude to the fact that indeed implementing strategies is a very challenging undertaking. Organisations today are experiencing major unpredictable changes that make implementation more difficult and complex than in the past. Harvey (1998) established that out of 80 organization's directors believe that they have good strategies but only 14% believe they implemented those strategies well. Mintzberg and Quinn (1998) also indicated that a considerable proportion (65%) of the organization strategies are effectively implemented. The research project was a case study at the Kenya Immigration Department. The purpose of this study was to determine how the Immigration Department implemented its strategies, identify the challenges it encountered during strategy implementation process and establish how the Department addressed these challenges. To achieve these objectives, primary data was collected using interview guide by administering personal interviews targetting mainly those respondents who are charged with the responsibility of implementing strategies at the Kenya Immigration Department. Secondary data was collected from training and research section library of the Immigration Department. The study established that Immigration Department implemented various strategies including modernizing travel documents to biometric format, adopting the E-govemment strategy, introduction of visa stickers, increasing staff, opening new offices, perfomance contracting, introduction of PISCES (Personal Identification Secure Comparison and Evaluation System). The findings of the study established that the Department faced challenges while implementing its strategies. These challenges included weak strategic leadership, rigid bureaucratic structure, resource constrains, poor strategy communication, insecurity and political instability. These challenges originated both from internal and external environments of the Department. Addressing these challenges, the study found out that Immigration Department adopted measures such as Transformative Leadership, Rapid Results Initiative, Perfomance Contracts, staff training, resource mobilization and developing service charters. These measures enabled the Department to considerably improve on the time taken to process and issue passports, permits and other travel documents following a new passport issuance and security system, improve on revenue collection collection, offer quality service delivery to customers, install a new Forgery Detection Unit, upgraded the PISCES system and opened new border controls. The findings of this study will benefit both public sector and private sector in providing an insight into the ways of dealing with challenges during strategy implementation. It will help organisations to make informed decisions on the appropriate strategy implementation style now and in the future. The study will be used by researchers for further research work in the areas of identified gap knowledge and policy makers for making informed policy decisions.
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