Strategy Implementation And Its Challenges: A Case Of Kenya Society For The Blind

Abstract

Strategic plan implementation is an important process in strategic management. Many companies begin major new strategic initiatives but are often than not little impact to the organization. The integral reason for this is that strategic plans are not translated into measures that managers and employees can understand and use in their daily work. Strategy implementation task is the most complicated and time consuming part of strategic management cutting across \ertically all facets of management and must be initiated from many points inside the organization. The purpose of the study was to study determine the challenges faced by KSB in strategy implementation. The research was conducted through a case study. This study used primary data collected through interview guides and a questionnaire. The data collected was qualitative and was analyzed using content analysis method. The study concludes that responsibilities of managers affected strategy implementation at the Kenya Society of the Blind. The study revealed that the main aspects of management practices that affected strategy implementation at the Kenya Society of the Blind included allowing employee participation in making job-related decisions, acting as a role model, encouraging creativeness, providing support for employees and creating and sharing an organizational goal. I he main aspects of level of commitment of top management affected strategic implementation at the Kenya Society of the Blind and these included lack of top management backing as the main inhibiting factor, lack of manager's commitment to performing their roles leads to the lower ranks of employees missing support and guidance through encouragement of entrepreneurial attributes, the managers must not spare any effort to persuade the employees of their ideas for strategy implementation to be effective, the top management s commitment to the strategic direction itself is the most important factor and the top managers must demonstrate their willingness to give energy and loyalty to the implementation process for it to succeed.