Influence of Strategy Implementation on Service Delivery at Kenyatta National Hospital in Nairobi, Kenya

Abstract

The study explores the influence of strategy implementation on service delivery at Kenyatta National Hospital (KNH), Kenya's largest public healthcare institution. Effective strategy implementation is crucial for aligning organizational goals with operational practices in complex healthcare settings, where consistent, high-quality service delivery is essential. Employing a case study design, the research collected both qualitative and quantitative data from interviews with senior leadership and secondary sources, including organizational reports and strategic documents. The findings reveal that successful strategy implementation at KNH is driven by a range of factors, including strategic leadership, structured communication, resource prioritization, and strong stakeholder engagement. These elements foster a culture of continuous improvement and adaptability, enabling the hospital to meet the demands of a dynamic healthcare environment. Specific practices, such as risk management, target-setting, and continuous training, contribute significantly to operational efficiency, leading to enhanced patient satisfaction and staff morale. Despite these strengths, the study identified challenges that impact the seamless execution of strategies, including communication breakdowns, resistance to change, limited resources, and external policy constraints. KNH has taken measures to address these obstacles through initiatives like advocacy programs, cascading strategic plans, and cultural change efforts. However, the research underscores the need for enhanced resource allocation, improved reward systems, and adaptive management practices to further strengthen KNH’s strategy implementation framework. This research highlights limitations, such as a restricted participant pool and response biases, and focuses primarily on strategy implementation without extensively addressing strategic effectiveness. Suggestions for further research include expanding the participant pool to incorporate various staff roles, comparing strategy processes across healthcare facilities, and examining strategy formulation and effectiveness within Kenyan healthcare. By focusing on the impact of strategy implementation on service delivery, this study provides valuable insights for healthcare administrators and policymakers aiming to improve service quality in the public healthcare sector. The recommendations presented here emphasizing adaptive management, continuous training, and alignment of reward systems with strategic outcomes are intended to support KNH and similar institutions in navigating strategy execution challenges. These efforts are anticipated to contribute to improved healthcare delivery, enhancing KNH’s position as a leading healthcare provider and supporting sustainable institutional growth in Kenya.