Strategy Implementation Process at Tetra Pak (K) Limited

Abstract

Organizations, whether for profit or non-profit, private or public have found it necessary in recent years to engage in strategic management in order to achieve their corporate goals. The environments in which they operate have become not only increasingly uncertain but also more tightly interconnected (Machuki, 2005). This means that organization’s managers are required to think strategically as never before, need to translate their insight into effective strategies to cope with their changed environments and to develop rationales necessary to lay the groundwork for adopting and implementing strategic decisions in this ever changing environment. Strategy implementation is that process through which strategy is translated into action and results achieved. It involves acting on what has to be done internally to put the chosen or formulated strategy into place and achieve the targeted results. This case study is about the strategy implementation process at Tetra Pak (K) Ltd whose objective is to determine the process of implementing strategy at Tetra Pak (K) Ltd outlining the challenges involved in the process and how the organization deals with these challenges. The research methodology entitled qualitative research method to understand strategy implementation process, challenges and responses to these challenges at Tetra Pak (K) Ltd. Primary data was collected by interviewing management staff. The data was then analysed using content analysis. The study established that Tetra Pak (K) ltd institutionalized the global strategy to fit into the local market conditions. It also ensured proper understanding of the strategy by the functional heads who would in turn trickle down the strategy to their teams. The study also showed that Tetra Pak had adopted an evaluation tool to track achievements of the strategic objectives. The study however showed that Tetra Pak (K) ltd has had a fair share of challenges in these process which include staff turnover, resistance to change, short term job assignments, organizational culture and structure, customer strategy misalignment among others. From the study findings, Tetra Pak has responded to these challenges through initiatives that include staff succession planning, incorporating a communication department, organizational restructuring and customer process re alignments. The researcher has recommended involvement of local market participation in the strategy formulation process. This is to enhance ownership of the strategy as well as ensure that the strategy is aligned to the local market environment. The researcher also recommends stronger alignments within the value chain process which includes suppliers, government, customers and end consumers as the directly or indirectly affect realization of the strategic objectives. This study has also given the limitations of the research which are minimal commitment from some respondents due to their busy schedules and lack of other stake holder views like lower level staff. The researcher has recommended a study on the players within the same industry other thank Tetra Pak (K) Limited.