In July 2025, at the end of a strategy validation workshop for an institution that was developing their second strategic plan, we held a session titled “Way Forward.” The main objective of this session was to bring to highlight the issues that needed to be addressed as a matter of priority so that the implementation process could commence in earnest. Some of these activities included alignment of staff performance scorecards with the new strategic plan, development of 2026 marketing plan, baseline client satisfaction survey and a baseline brand survey amongst others. During the discussion, one participant highlighted the fact that the strategy looked like a whole new ballgame compared to their previous (maiden) strategic plan. His main worry was whether the board members and senior management present were willing to change their old habits.
The foregoing question regarding change of old habits ignited further discussions about why the previous strategy had not been fully implemented. Participants highlighted issues such as unwillingness of board members to let go of non-performing staff, fear of venturing into new markets, failure to effectively monitor & evaluate the strategy as well as misalignment of board workplan with the strategy. Some also suggested that the maiden strategic plan was developed purely as a compliance document with little or no leadership commitment towards implementation.
The board chair took the initiative to refocus the discussion about what must change so that the new strategy would not suffer the same fate as the previous one. This healthy discussion highlighted the need for a mindset shift from one where the leadership generally operated from a business as usual mode to where change was a constant. They also highlighted the need for re-evaluation of the organization’s risk appetite, staff reward scheme and client relationship management. They also highlighted the need for the board to include strategy as an agenda item during all board meetings, something that was unheard of. Interestingly, the recommendation on strategy as a board meeting agenda and the one on review of staff reward scheme were part of the implementation plan.
To truly succeed in strategic planning, institutions must go beyond surface-level adjustments and embrace deeper structural and cultural reforms. First, leadership must cultivate a culture of accountability, where performance is tracked and consequences—positive or corrective—are consistently applied. Second, communication must be transparent and continuous across all levels of the organization to ensure alignment and buy-in. Third, data-driven decision-making should become the norm, with regular use of analytics to guide strategy refinement and execution.
Institutions must also invest in capacity building with a view to ensuring that staff have the skills and tools needed to deliver on strategic objectives. In addition, agility must be embedded into the organizational DNA—strategies should be living documents, responsive to market shifts and internal learnings. Without these changes, even the most visionary plans risk becoming forgotten documents rather than transformative roadmaps.
Dr. Weru Mwangi is the CEO & Lead Consultant at Ultimate Management Solutions, a firm specializing in Training and Consulting in Finance, Risk Management, Strategy, Governance and Leadership Development. He can be contacted on werum@umslgroup.com or +254 788 858570, 722 858570. You can also read more blog articles on: https://umslgroup.com/our-blog/
