The practice and challenges of strategy implementation at cooperative bank of Kenya

TL;DRAbstract

A nicely drafted strategic plan, prepared through a sophisticated process by a team of
\naccomplished management consultants or a group of top managers, is hardly likely to fail by
\nitself. Failure, when it occurs, almost always happens during the implementation of the strategic
\nplan. Yet, strategy formulation hogs most of the attention of management and strategy thinkers
\nwhile strategy implementation is sidelined. The apathy to strategy implementation can be
\nascribed to several reasons, among them: greater likelihood of failures in implementing
\nstrategies; higher complexity in the process of strategy implementation; strategy implementation
\nbeing considered to be less glamorous than formulation; and practical difficulties in research
\ninvolving middle-level managers.
\nThe aim of this study was to determine practices and challenges of strategy implementation at
\nCooperative Bank of Kenya Limited. This was a case study design where pr

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