Challenges of Strategy Implementation at Food for the Hungry Kenya

Abstract

Strategy execution is considered complex, has no unified body of research, and varies from one organization to the other. Many organizations’ strategies may fail at the implementation stage and therefore require effective execution for them to be successful. Challenges may vary with the type of strategy implemented. This study aimed at determining challenges of strategy implementation at Food for the Hungry Kenya and also how they are managed to ensure it remains successful. It was based on the Stakeholder and Institutional theories. A case study research design was used with FH Kenya as the unit of analysis. The Senior leadership team of six members was targeted to provide data that was collected through use of an interview guide and containing both closed and open-ended questions. Data was analyzed through analysis of content where related themes were considered together and summarized. Findings were summarized and include challenges as well as what actions are taken to manage them. Challenges emanate from external and internal factors. Natural disasters, civil unrests, inadequate resources, skills gaps, leadership changes, complexity of strategy were identified as challenges that may affect FH Kenya’s implementation of strategy. FH Kenya is well positioned in managing the identified obstacles through having clear structures, frequent communication to employees, customizing strategy to local needs, use of metrics to monitor performance including use of the balanced scorecard. The study was consistent with the stakeholder and institutional theories that consider social aspects and also structures, various stakeholders including governments, donors, and beneficiaries of NGOs. Studies conducted in the past indicate organizations are faced with challenges arising from external factors including natural disasters, political factors, economic factors and internal factors-communication, resource limitations, leadership challenges, inadequate involvement of employees and resistance to change. FH Kenya has a clear operational plan to enable implementation that is reviewed regularly, clearly communicates to employees on what direction to take and this enabled it to achieve its objectives amid identified challenges. Due to limitations resulting from the nature of the study including time, it is recommended further studies be done and consider a wider reach of NGOs and their stakeholders. This study will be helpful to both practitioners and those partaking in research on challenges of strategy implementation. It will also be useful to donors and the government by providing them with information on how to better support NGOs that provide social support where it is needed most.