Challenges facing implementation of the discovery channel global education partnership (DCGEP) initiative in Kenya

Abstract

It is always more difficult to do something (implement it) than to say you are going to do it (formulate it)!It therefore stands to reason that excellently formulated strategies will fail if they are not properly implemented (Merchant, 2011). The challenge therefore is to create a series of tight “fits” between strategy and the organisations competencies, capabilities and structure; between strategy and resource allocation; between strategy and policy; between strategy and internal support systems; between strategy and reward structures; between strategy and corporate culture, etcetera (Thompson and Strickland, 1998). The purpose of this study was to explore the strategy implementation processes at Discovery Channel Global Education Partnership (DCGEP). The study further examined the challenges the organization faced and how they responded to the challenges during the implementation stage. At Discovery Channel Global Education Partnership (DCGEP) the organizational strategies are formulated at the head office in Washington, D.C. and the locally constituted country office is then tasked with the responsibility of implementing the strategy. The “disconnect” between the strategy formulation process and strategy implementation process has the potential to lead to numerous implementation challenges for the organization. The research study objectives were to determine how strategy implementation is handled at DCGEP, the challenges faced and the how these challenges were addressed. The research design used was the case study method. Case studies involve collecting empirical data, generally from one or a small number of cases. Using the interview method, the researcher deeply explored the interviewees’ points of view, feelings and perspectives. The qualitative data collected was the analyzed objectivity, systematically in order to break down, identify, and analyze the presence or relations of words, word sense, characters, sentences, concepts or common themes. The research results established that though DCGEP has a well formulated strategic plan, the organization experienced a few challenges in the implementation process. The researcher established the challenges as predominantly; resistance/inertia at the implementation brought about by the misalignment of the culture and the systems in place to the strategy implementation process; the lack of ownership of the strategy by some employees and finally the morale and motivation of some employees as pertains to their reward and incentive structures as well as their job security. The research results show that the main mitigation strategies are inclusive participatory management practices, the facilitation and support approach and the education and communication approach as well as control measures were instigated to check the challenges wherever possible. For completeness and better understanding of the implications of the research findings, it is imperative that the limitations be highlighted. The study was confined to challenges facing strategy implementation at DCGEP, other aspects of the strategic management process such as strategy formulation, monitoring and evaluation were completely ignored. Due to limited resources such as time, the researcher collected data only from the Kenyan implementation team as opposed to all members of DCGEP or its partners. The research recommendations for further study are research can be undertaken to encompass all aspects of strategic management, from strategy formulation, to strategy implementation and control, based on the findings of the research. This line of study will provide a more holistic picture of strategic management for strategic managers. However, more specific to the NGO sector, the researcher recommends similar research is undertaken to establish whether or not the challenges identified are common to the sector to enable future implementers minimize and eradicate their negative impact on future projects.