In Part 1 of our series, we argued that strategy isn’t just about lofty goals or feel-good vision statements, it’s about coherence, clarity, and follow-through. We borrowed wisdom from global thinkers like Rumelt, the 4DX authors, Kim & Mauborgne, and OKR guru John Doerr, then showed how we adapt it for the Kenyan reality, from SACCOs to state agencies.
But strategy, as we all know, doesn’t fail in the boardroom. It fails somewhere between insight and execution. So in this second part, we zoom in on the real battleground: implementation.
The Kenyan Strategy Gap: Where Good Plans Go to Die
Let’s be honest: In many Kenyan organizations, the biggest enemy of strategic success isn’t poor thinking, it’s poor execution. The strategy might have been launched at Safari Park with matching t-shirts and branded mugs, but six months later, no one’s tracking progress. Meanwhile, the front-line staff are still doing what they’ve always done because “hii mambo ya strategy ni ya bosses.”
At Ecostacs, our job is to close that gap, the “implementation pothole” where plans fall through.
1. We Anchor Strategy in People, Not Just Documents
Execution begins with ownership. We don’t just hand over a thick report and say “good luck.” We bring strategy down to earth through co-creation workshops, visual roadmaps, and strategy clinics. These aren’t PowerPoint marathons they’re participatory, honest sessions where staff interrogate the plan, translate it to their reality, and commit to action.
We’ve facilitated strategy labs in SMEs, banks, SACCO federations, regulators, and even county departments where someone always asks, “So what exactly is my role in this?” and we count that as a win. Because a plan you can’t explain in one sentence is a plan you won’t execute.
2. We Translate Big Goals into Daily Practice
Borrowing from The 4 Disciplines of Execution, we help teams do more than list “strategic priorities.” We help them build systems to:
a) Focus on the wildly important (no more 22 KPIs for one department)
b) Act on lead measures (not just wait for quarterly reports)
c) Keep compelling scoreboards (think wall charts, dashboards, traffic lights, not PDF tables)
d) Build a rhythm of accountability (because what gets discussed, gets done)
We once worked with a SACCO whose staff had never seen the strategic plan. Now, every Friday at 8:15 am, they review one lead metric from the plan in a 10-minute stand-up meeting. That’s strategy in motion.
3. We Establish Cascading OKRs, Not KPI Overload
OKRs, Objectives and Key Results, have become the language of execution across the world. At Ecostacs, we adapt this framework to work even in resource-constrained, fast-moving environments.
Instead of measuring everything, we focus on what really moves the needle. We help leadership teams develop 3–5 OKRs, then train managers to cascade them into departmental and individual commitments. Each result is measurable, time-bound, and linked to accountability, not just wishful thinking.
We once told a client: “If your strategy says ‘enhance efficiency,’ but no one knows how we’ll track it, you’re just decorating paper.”
4. We Walk the Journey, Even After the Retreat Is Over
This is a big one. Too many consultants disappear after the strategic planning retreat, often with the flip charts. We don’t. Our Strategy Execution Support Model includes periodic check-ins, implementation coaching, dashboard development, and performance review facilitation. We’ve walked with institutions through regulatory changes, leadership transitions, and even surprise audits.
We’re not afraid to say, “This goal isn’t working, let’s pivot.” Because strategy isn’t a Bible, it’s a living document.
5. We Embed Strategic Thinking in Culture
At the end of the day, strategy must live in the habits, language, and culture of the organization. That’s why we run leadership development sessions, mid-term review bootcamps, and even executive storytelling workshops, because sometimes what’s missing is not clarity, but conviction.
And for SMEs, Banks, Public Entities or SACCOs? We help teams align strategy to performance contracting and public sector budgeting realities, because execution must survive scrutiny from Shareholders, the Board and the Auditor General.
Final Word: Strategy Isn’t Magic. It’s Method.
Strategy is not a one-off product. It’s not a 5-year plan forgotten in a drawer at anniversary cake-cutting. It’s a living system of decisions, rhythms, reviews, and realignment. And yes, it can work even here, even now, even with all the politics and procurement drama.
At Ecostacs, we don’t just leave behind a strategic plan. We leave behind a team that knows how to make it work.
Ready to turn your strategic plan into a results engine, not a shelf ornament?
Visit our Strategic Planning service or book a discovery call at ecostacs.com.
Strategy is not about where you want to go. It’s about whether your engine can actually take you there.
Let’s build that engine, together.
