Organizational factors affecting Strategic Plan implementation in the Catholic Diocese of Nakuru, Kenya

Abstract

Although a good number of organizations have embraced strategic management, over 67% of formulated strategies fail at implementation. The Catholic Diocese of Nakuru (CDN) has implemented its strategic plans with a lot of difficulties with most of planned activities falling behind schedule. Literature suggests that the failure in strategic plan implementation can be attributed to a myriad of factors that vary from one organization to another. It is in this light that this study sought to evaluate organizational factors affecting strategic plan implementation at CDN. The specific objectives of the study were to examine the extent to which resource mobilization, monitoring and evaluation, implementation team competency, and communication process affects strategic plan implementation at the CDN. The study was guided by the McKinsey 7-S Framework and Quinn’s Incremental Model. It utilized the descriptive design and targeted 948 CDN staff comprising of 131 secretariat staff, 348 parishes staff, and 469 institutions staff. From the target population, a sample of 168 staff was selected using the systematic random sampling method. Quantitative data was collected from parishes and institutions staff using structured questionnaires and analyzed using both descriptive and inferential statistics. Qualitative data was collected from secretariat staff using interview guides and analyzed using the thematic technique. Validity and reliability of the instruments was assessed by conducting a pilot study that involved 16 staff of the Catholic Diocese of Nyahururu. Findings revealed that CDN has achieved notable success in the implementation of its 2010-2015 strategic plan with respondents giving the implementation process a rating of 81.2%. Findings also showed that resource mobilization (r2= .226, β=0.477, p=.000), M&E (r2= .202, β=0.364, p= .000), implementation team competency (r2= .174, β=0.339, p=.000), and communication process (r2= .315, β= 0.470, p=.000) had statistically significant and positive effect on strategic plan implementation at CDN. Communication process had the strongest effect on strategic plan implementation at CDN. The study recommended that to have a significant improvement in strategic plan implementation, CDN should focus on improving its strategic plan communication process. CDN should also improve the M&E of its strategic plan implementation activities.