An Analysis of the Factors Affecting Implementation of Turnaround Strategy: A Case of Uchumi Supermarkets

Abstract

The purpose of this study was to examine the factors affecting the implementation of turnaround strategies. The study focused on Uchumi Supermarket as a case. Due to time constraints, the researcher used branches within Nairobi, as a sample; the researcher focused on twelve branches within Nairobi County. The researcher had three specific objectives which were to establish the impact of organizational structure on turnaround strategy implementation, determine the impact of organizational culture on implementation of turnaround strategy and identify the effect of leadership factors on implementation of turnaround strategies by the supermarket. The researcher used a descriptive research design. A sample of 54 employees from 12 different branches of Uchumi Supermarkets within Nairobi County was used. The study used primary data and data collection was done using structured questionnaires. Questionnaires were circulated to the employees by hand. Quantitative and qualitative data was employed in this study. The statistical package for social sciences (SPSS version 23) was used for analysis as well as the qualitative software for analysis Atlas.ti for the open ended question. Presentation of data was in the form of tables and figures that included; percentages, standard deviations, means and frequencies. Correlation analysis was done to study the relationship between factors, multivariate regression model to study the relationship between independent and dependent variable. The study found that the culture in the supermarket allows employees to participate in decision making, the supermarket also has a culture of tolerating risks therefore employees feel part of the process of turnaround. It was also illustrated that there exists a considerable power distance between the upper and lower cadres in the organization but that does not affect turnaround strategy implementation, the supermarket tolerates new ideas, and there is clarity of vision, mission and values among employees throughout the supermarket. The study also revealed that employees at all levels firmly understand their individual and inter-dependent roles in attaining the corporate vision. The study found out that the organization structure allows for free communication between peers and seniors to juniors and vice versa, that the supermarket has clear lines of authority and that the organizational structure enhances turnaround strategy implementation, the vii study also established that to enhance turnaround strategy implementation, the supermarket selects the right people for key positions. The study established that leadership of the supermarket gives clear communication towards implementation of turnaround strategy, that the current leadership is involved in the implementation of the turnaround strategy, that the leadership motivates other employees and communicate the importance of turnaround strategy implementation process, that the current leadership are not myopic in that they show preparedness and account for unexpected circumstances during the implementation of turnaround strategy and that the high integrity from leaders has contributed to the implementation of turnaround strategy. The research study led to various conclusions: The supermarket has a clearly defined mission and vision statement and the power distance in the organization is not a hindrance to turnaround strategy implementation. The study concluded that the organization structure of the supermarket is not bureaucratic and that the nature of its structure enhances organizational flexibility critical to turnaround strategy implementation. It was also concluded that the current leadership is involved in the implementation of the turnaround strategy, the responses revealed that the leadership motivates other employees and communicate the importance of turnaround strategy implementation process to a moderate extent The study recommends that supermarkets should have clearly defined mission and vision statements and the power distance in the organization should not hinder turnaround strategy implementation. Retail businesses should have their core values well listed since culture will be built from the values with time. From the findings, the study recommends that organizational structure should not be bureaucratic in order to enhance organizational flexibility in turnaround strategy implementation. The leaders should employ transparent approaches to give rewards based on merit as well as in alignment to the strategic planning process.