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Strategy implementation is the process of transforming strategic intentions into actions, then into acceptable results. Successful strategy implementation is as critical and difficult as the strategic choice. It requires consideration of the resources to be used, human resource requirements, structure, systems, and other variables. This study focused on the Non Governmental Organisation (NGO) sector and within the context of a multi-programme international NGO: Oxfam GB-Kenya. Among strategic management studies that have been done, very few have focused on the implementation aspect. Furthermore, these few ones have laid their focus more on other contexts other than the multi-programme NGO context. This study was designed to answer the questions: what are the strategy implementation practices adopted by Oxfam GB-Kenya in implementing its strategies?; and what are the challenges that Oxfam GB-Kenya faces during the implementation of its strategies? Consequently, it purposed to achieve two objectives: to establish the strategy implementation practices adopted by Oxfam GB-Kenya; and to identify the challenges encountered by Oxfam GB-Kenya in implementing its strategies. The major findings of the study were that Oxfam GB-Kenya adopts various practices in implementing its strategies. Embedded in the organization’s broad action plans and strategic thrusts are practices such as planning and control systems, employee empowerment, developing policies, putting in place optimum systems and procedures, setting performance targets, and mobilization and sensitization of local communities.  The study established that whilst the practices that Oxfam GB-Kenya uses support its strategies, inadequate resources, unsupportive aspects of organizational structure, high employee turn-over, lack of involvement of strategy implementers during strategy formulation, most staffs not willing to work in harsh environments, some resistance to change by staffs, resistance from local communities to some project typologies, systemic failure of protocol within the organization, and donor conditions and/or different priorities among others were major obstacles to successful strategy implementation in the organization. This study is presented in five chapters each with various sections through which the researcher has tried to discuss the above issues. This study is especially helpful to Oxfam GB-Kenya and other similar organizations operating in Kenya. It should be particularly helpful to the organizations’ strategic teams and managers of multi-programme NGOs whose responsibilities include formulating and implementing strategies.

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Dr. Mose Aranga

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