Strategy Implementation at Kenya Revenue Authority

Abstract

Successful strategy implementation depends on doing a good job of working with and through others, building and strengthening competitive capabilities, motivating and rewarding people in a strategy supportive manner and instilling the discipline of getting things done. The study sought to establish strategy implementation practices and to determine strategy implementation challenge at Kenya Revenue Authority (KRA). The study adopted a case study. Primary data was collected using an interview guide. The interview guide assisted in the collection of the qualitative data focusing on the strategy implementation within the KRA. The interviewees were Senior Deputy Commissioners and Deputy Commissioners who are unit heads in the organization. Before analysis, data was checked for completeness and consistency. Content analysis was used considering the qualitative nature of the data collected through in-depth analysis. The data was broken down into the different aspects of strategy implementation, arranged into logical groups and analyzed. This offered a systematic and qualitative description of the objectives of the study. The study revealed that, KRA has made great efforts to change its organizational structure so as to enhance the competitiveness of the organisation and continuous adaptation of the organisation to various environmental turbulence levels. The quality of leadership at KRA is given priority in the various aspects of the organization and its operations. The study concludes that strategy implementation effort failed if the strategy did not enjoy support and commitment by the majority of employees and the management. KRA staffs made great strides in responding to strategy implementation within the set timeframes. The researcher recommends that companies should assess the customer employee’s needs to ensure that it complies with strategy implementation and ensure that strategy implementation is facilitated by teamwork.