Challenges of strategy implementation at the Kenya civil aviation authority

Abstract

Strategy implementation is the process of converting intents into actions to achieve desired results. It forms the vital phase in the strategic planning process. On average, 90% of well formulated strategies fail at implementation. This is because strategic management and hence strategy implementation process is context sensitive. Management’s handling of strategy implementation process can be considered successful if and when the company achieves the targeted strategic and financial performance and shows good progress in making its strategic vision a reality. This study focused on the strategy implementation process at KCAA and thus sought to establish the challenges faced during implementation of KCAA’s strategies as spelt out in her 2005-2010 strategic plan. This study was informed by the fact that in the previous strategic management studies that have been done, few have been conducted with focus on the aviation industry in Kenya. This is especially important given the unique role KCAA plays both as a regulator and a service provider. The study adopted the management’s role in effective strategy implementation and therefore the conceptual argument revolves around deliberate attempt by an organization to obtain sustainable long-term advantage in the delivery on expectations of stakeholders through developing a strategic plan, institutionalizing it and effectively operationalizing it. The major challenge of strategy implementation in organizations is a failure to translate statements of strategic purpose into an identification of those factors critical to achieving these objectives and the resources and competencies which will ensure success. Data for this study was conducted through individual depth interview which was targeted at KCAA top management. The results from this study were wide and varied. It can be pointed however that strategic management process is still a concept new and yet to be fully embraced at KCAA. It was evident from the analysis that the formulation process was done well but the implementation process faces various challenges which are not so unique to the organization. The institutionalization process is way behind schedule as the organization’s strategy in terms of structure, leadership and culture are the most challenging aspects. The operationalization process which involves securing, organizing and directing the use of resources within and outside KCAA has been mainly affected by factors that can be directly attributed to the deficient institutionalization process. The study is presented in five chapters through which the researcher tried to emphasis on the issues affecting organizations. The findings of this study should be understood and evaluated in light of the limitations of this study and the implications on policy should be viewed on the purpose on which the study was conducted. This study however, is considered useful to KCAA’s strategic management team and the overall management as it will provide a foresight during the formulation and implementation of her future strategies.