Operationalization of the Components of Strategic Direction at Kcb Group Limited

Abstract

This study sought to determine whether the strategic direction component at KCB Group Limited had been operationalized and to determine how these strategic direction components were being operationalized. The strategic direction components considered in the study were the organization‟s vision, the organization‟s mission and the organization‟s core values. The study adopted a two-pronged approach with the overall study being a case study done on KCB Group limited. However the research included a component of survey to gather responses from the general lower cadre workers in the organization, being informed by operations decision making roles made at the lower levels of the organization. An interview guide was used to collect data for the case study and questionnaires were used to collect data for the survey component of this study. Content analysis was used to analyze the interview responses while descriptive statistics was used to analyze data collected through use of questionnaires. Findings for this study were then deduced from analysis of both the case study and the survey. Findings from the case study and the survey to a large extend were consistent with each other. There was general consensus that the components of strategic direction at KCB Group limited had been operationalized to a large extend. Study findings also revealed that KCB Group limited relied on the Balanced Scorecard to operationalize its components of strategic direction. It is recommended that organizations should periodically evaluate the level at which organizations have operationalized the components of strategic direction and determine any gaps that may exist with the view of bridging the gaps and raising the level of operationalization of these components. It is also recommended that as an organization increasingly rely on suppliers and distributors in its value chain system, such an organization should consider sharing its strategic direction components with its selected partners and promote consistent high standards everywhere. Organizations should consider using the Balanced Scorecard to aid operationalizing the components of strategic direction. It is further recommended that unless otherwise justified, an interview guide alone be used for such a case study since the case study and the survey gave results that were generally comparable.