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Prime Journal of Business Administration and Management (BAM)

ISSN: 2251-1261. Vol. 2(9), pp. 673-679, September 18 , 2012
Prime Journals


Emerging Trends Shaping Contemporary Business

Roselyn Gakure, Victor Keraro, Headmound Okari, and Kellen Kiambati
Jomo Kenyatta University of Agriculture and Technology (JKUAT), Nairobi CBD Centre, Box 62000 00200, Nairobi,

Accepted 24th August 2012

This study constitutes a theoretical review of existing literature relevant to the subject. The study examines and
briefly discusses salient issues in conventional business strategy formulation and execution. It identifies and
lays significant emphasis on the key emerging trends that have shaped contemporary business strategy
formulation and execution. The key trends identified and discussed are; the inclusion of the bottom of pyramid
staff and lower level managers, role of technology, outsourcing, alliances, consolidations and networks,
globalization, environmental impacts, emphasis on decisions rather than structures, work-life balance, culture,
strategic architecture, facilities management, diversification and knowledge management.

Key Words: Strategy, strategy formulation, strategic planning, strategy execution, emerging trends and business


Govindarajan and Trimble (2012) view strategy formulation selection of a strategy remains an art, it should be
and execution as an analytical, data-driven process that governed by a systematic
rigorously identifies customer needs, differentiates the process. It is one that defines the organizations purpose
company from rivals, and maximizes profits. Cocks (2010), and goals and carefully examines the external and inter-
argues that strategy formulation is usually regarded as the nal environment to identify opportunities and constraints
exclusive domain of senior management because it regarding that strategy.
rewards creativity. Effective strategy execution rarely gets The best formulated strategies may fail to produce
as much attention as formulation yet experienced mana- superior performance for the firm if they are not success-
gers appreciate that well crafted visions and strategic fully implemented. Drawing a line between strategy
plans are useless if they cannot be effectively executed. formulation and execution almost guarantees failure
Tsiakkiros and Pashiardis (2002) observes that changing (Martin, 2010). Hrebiniak (2006) posits that although
trends within the business environment affect the formulating a consistent strategy is a difficult task for a
performance of organi-zations and therefore, have a management team, making that strategy work, is even
bearing on how strategies are formulated and executed by more difficult. Strategy execution is a key challenge for
organizations. Craig (2011) supports these views that to todays organizations due to emerging opportunities and
be successful, a business manager must find a fit challenges within the business operating environment.
between what the busi-ness environment dictates and There are many factors that influence the success of
what the firm provides. Kaplan et al. (2008) view strategy strategy implementation, ranging from the people who
development process as a black box that produces a execute the strategy to the systems or mechanisms in
strategy to be implemen-ted using strategy maps and place for coordination, control and support (Li et al.,
balanced scorecards. They observe that while the actual 2008).
Gakure et al., 674

Martin (2010) identifies key challenges to successful shaping of contemporary business strategy formulation
strategy execution as, making strategy meaningful to and execution are identified and discussed below.
lower level staff, failure to effectively communicate the
firms strategy to staff, formulation takes a top down Bottom up approach; Lower level managers and
approach and there is poor ownership and buy-in from all staff: Traditional strategy formulation and execution
stakeholders. Cocks (2010), observes that the causes of processes have been heavily top-down. Contemporary
breakdown in strategy implementation relate to the times have seen a significant shift to bottom up
capabilities, process and activities that are needed to approaches that have critically improved the execution of
bring the strategy to life. He adds that effective execution strategies. According to Karnani (2006), effective strategy
of strategy calls for unique, creative skills including formulation and execution should be participatory, but not
leadership, precision, attention to detail, breaking down democratic. The purpose of generating and managing
complexity into digestible tasks and activities and conflict during the development process is to thoroughly
communicating in clear concise ways throughout the analyze the strategic choices. Govindarajan and Trimple
organization and to all stakeholders. Raffoni (2003) and (2012) posit that to achieve day-to-day business
Egelhoff (1993) agree with Cocks observations that excellence, companies must do more than hire and train
effective strategy execution in itself may provide a major outstanding individuals. They must optimise the way
source of competitive advantage. individuals collaborate through job specifications, organi-
Cocks (2010), holds the view that strategy execution is zational designs, and work processes. Martin (2010)
not merely a matter of operationalising the strategy, by presents the view that in contemporary strategy formu-
exercising command over resources, employees and lation and execution employees dont like the buy-in
their work. According to him, successful organizations approach where senior management and consultants
stay tuned to their external environments and quickly formulate strategy and then hand it down to them for
adapt by changing their internal processes, systems, execution as a way of buy-in. Such buy-in creates an
competencies, products and services. Nunes and Breene artificial distinction between strategy formulation and
(2012) contend that traditional strategic planning and execution. Emerging trends are that firms are now
execution approaches are useful in stretching the revenue recognising the role of lower managers and staff in terms
curve of an existing business, but they cant help firms of effective interpretation of strategic statements for
detect how the competition bias in a market will change. effective execution (Littler et al., 2000).
Zomorrodian (2011) points out that strategic planning
approach has gained popularity in recent times due to Technological paradigm shifts; Multiple business
increasing complexity of the organizational environment, strategies have been victims of the rapid emergence of
globalization, shrinking resources, economic turmoil at the what Hill (2010) terms as technological paradigm shifts.
global level and other forces inherent in the operating Business strategies have had difficult times coping with
environment. The central focus of strategic planning is rapid emergence of technologically related paradigm
putting in place a strategic plan for survival and sustained shifts, both in terms of strategy formulation and execu-
growth. tion, mainly due to the rapid rate of these changes. Hill
In contemporary business management, strategies (2010) argues that technological paradigm shifts occur
often fail to meet the demands of the dynamic business when new technologies come along and revolutionalize
environment due to various reasons, both specific and the structure of the industry, dramatically alters the nature
general. One of the most common reasons why tradi- of competition, and require companies to adopt new
tional and classical approaches to strategy formulation strategies to survive. There are many examples of
and execution have failed to generate expected results is technological paradigm shifts such as,
that many past strategies were overly reliant on static 1) The shift from chemical to digital photography,
snapshots of businesses and industries which are in a 2) Shift from using type-writers to computers,
constant process of change, redefinition and evolution 3) Shift from communicating through letters to emails,
(Daniell, 2006). These strategies failed to appreciate the mobile phone texting, face book, twitter, blogging
emerging issues that have redefined the strategic mana- etc,
gement process and which can no longer be assumed. 4) Shift from analogue to digital television
This paper identifies and discusses emerging trends broadcasting,
that are shaping contemporary business strategy formu- 5) 5) Shift from traditional banking practises through
lation and execution. The paper concludes with remarks banking halls to mobile banking (for example
drawn from the discussion and makes recommendations MPESA and Mkesho technologies).
for possible future consideration. In Kenya, technological advancements in the financial
services sector have been revolutionalized by Safari-
Emerging trends shaping contemporary business coms MPESA services. Banks and financial institutions
strategy that were slow in embracing this technology have had their
The key emerging trends considered critical in the share of profitability woes to tell. Money moves
675 PJ Bus. Admin. Manage.

freely and virtually instantly between destinations, seek- strategy, the global strategy and transnational strategy.
ing the highest available return from the most attractive According to Mellahi et al. (2005), many firms begin their
markets, where they may be (Daniell, 2006). internationalization processes as exporters of their
products to the countries they wish to operate in.
Outsourcing: According to Thompson and Martin (2010); Examples of Kenyan firms that have gone global and
Thompson et al. (2010); Pearce II and Robinson (2011); that are doing well are Equity Bank with businesses in
and Johnson et al. (2011), outsourcing is the decision to Uganda, Rwanda, South Sudan, KCB has gone to South
allow one or more of a companys value chain activities Sudan, Uganda and even UK, Uchumi Supermarkets has
or functions to be performed by independent specialist presence in Uganda and countries in the region,
companies that focus all their skills and knowledge on Nakumatt is also making good progress in establishing
just one kind of activity. The activity to be outsourced itself beyond the Kenyan borders.
may encompass an entire function such as a manu-
facturing function, or it may be just one kind of activity Environmental impacts - Green rules drive
that a function performs. An example is where several innovation in firms: poorly formulated or executed
firms have outsourced office cleaning to firms specialised environmental policies and strategies can diminish the
in cleaning services. Price Water house Coopers (PWC) competiveness of companies and a whole industry.
has outsourced its transport services. Thompson and Strategists must conduct careful risk and economic
Martin (2010) identifies key competitive advantages of analyses to ensure that the costs of a policy never
outsourcing as, lower cost structures of a firm, increased exceed the benefits. Esty and Charnovitz (2012), in their
product differentiation and focused distinctive competen- article green rules to drive innovations argue that
cies. environmental policies must be carefully structured and
predictable if they are to enhance competitiveness.
Alliances, consolidations and networks: Thompson Without a coherent framework on environmental pro-
and Martin (2010) observe that today, companies have tection in contemporary business operations, companies
found that they can realise many of the benefits will fail to make strategic decisions on investments. This
associated with vertical integration by entering into long will place companies at serious disadvantages when
term-term cooperative relationships with companies in competing with businesses that have clear policies that
industries along the value added chain. Examples of have sharpened corporate focus on waste management
strategic cooperative relationships are strategic alliance, efficiency.
mergers, acquisition and joint ventures. These are strate- Esty and Charnovitz (2012) contend that it is increa-
gies where foreign companies act as primary vehicles for singly clear, that investing in environmental management
entering foreign markets and perhaps use alliances as an sustainability can enhance a firms competitiveness.
ongoing strategic arrangement aimed at maintaining or Companies, perhaps more than governments, have come
strengthening competitiveness. Local examples are to appreciate the vital connection between environmental
Kenya Airways and KLM, Sky team alliances, and the sustainability and strategic competitiveness. They
Jomo Kenyatta University and Kenya Institute of observe that about 95% of the worlds 250 largest firms
Management alliances. Kenyan firms that merged to regularly report on their environmental performance,
exploit strategic opportunities are the Crown Paints highlighting their commitment to environmental sustain-
Company Ltd that merged with Berger Paint Ltd to ability as a tool for reducing risk, improving efficiency,
become Crown Berger Paints Ltd. driving innovation, and building intangible value. Firms
that try to compete by avoiding environmental conside-
Globalisation of business: This is the process of rations may appear to succeed in the short-term but their
availing goods and services to markets that are outside practices will harm its competitiveness in the long run.
the country of origin or the country where the goods are In Kenya, the National Environmental Management
manufactured or the location of the company (Johnson et Authority (NEMA) is charged with the responsibility of
al., 2011). This trend is increasingly gaining recognition in ensuring that business enterprises in the country adhere
the contemporary world of business with many organi- to the environmental management rules and business
zations in developed and developing world embracing the ethics. NEMA cannot grant an operating licence to busi-
opportunity to go global. The trend is significantly nesses until they confirm that the firms have conducted
influencing the development and execution of business an environmental impact assessment (EIAs). For
strategy. Companies go global because of various factors example, the Canadian Company (Tullow Ltd) that was
including profit motives, costs minimization, diversification licensed to explore oil in Turkana, Northern Kenya had to
of the markets, search for new opportunities, competitive do an environmental assessment and be issued with a
moves and saturated domestic markets. Strategies com- certificate before undertaking the exploration. Non
monly used to internationalize by firms are; export compliance with the requirements of NEMA would mean
strategy, internationalisation strategy, multi domestic serious consequences to firms. Thus, business managers
Gakure et al., 676

are now forced to re-design their strategies in order to and progress, c) target their support according to recent
comply with the environmental rules. events in the team and project and d) establish them-
selves as resource people to their team members.
Emphasis on decisions more than structures: Examples of firms that have attempted to provide this
Mankins and Rogers (2010) draw a parallel between kind of environment include PWC (for day care and
decisions and structures by saying that An armys nursing services and flexi-time).
success depends, at least as much on the quality of the
decisions its officers and soldiers make and execute on Culture and business strategy: Johnson et al. (2011)
the ground as it does on actual fighting power. Focusing define organizational culture as basic assumptions and
on the effects of decisions in strategy as opposed to beliefs that are shared by members of an organization.
Alfred Chandlers structure follows strategy theory is The influence on various forms of culture (organizational,
gaining ground in contemporary business strategy. A national and international) on strategy is rapidly emerging
Corporations structure will produce better performance if as a critical strategy success factor that is receiving a lot
and only if it improves the organizations ability to make of attention from managers. Johnson et al. (2011) argue
and execute key decisions better and faster than com- that the emphasis is on strategy development as the
petitors. If an organizations strategic priority is to become outcome of the taken-for grantedness works to define, or
more innovative, the reorganization challenge will be to at least guide, how people view their organizations and
structure the company so that its leaders can make their environments.
decisions that produce more and better innovation over It is, therefore, an emerging trend that decisions about
time. Instead of beginning with an analysis of strengths, future strategy will be within the bounds of culture and
weaknesses, opportunities, and threats, structural that a pattern of continuity will be the outcome, subse-
changes need to start with what is referred to as decision quently post-rationalised by the managers. Culturally
audit. bound strategy development can lead to strategic drift
The goals of the audit are to understand the set of (Karnani, 2006). He continues to argue that effective
decisions that are critical to the success of a companys strategic planning and implementation requires that
strategy and to determine the organizational level at companies cultivate a culture that deals well with conflict.
which those decisions should be made and executed to The Kenyan hospitality industry, through the Kenya Tou-
create the most value. If management can align an rism Board has taken up the issue of culture seriously in
organization structure with its decisions, then the struc- order to improve their business performance. Most hotels
ture will work better, and the companys performance will now employ managers whose cultural quotient (CQ) is
improve. Mankins and Rogers (2010) are of the view that high given that most of the clients are from diverse
organizational structure is not the only determinant of cultural settings.
performance and in some cases, it is not even particularly
important. That is why changing a companys structure to Project management techniques: Bringing life to the
meet a particular strategic goal can actually exacerbate organizational strategy can be viewed as a program
problems rather than help solve them. made up of a series of related project activities, each
requiring planning and allocation of resources to deliver
Work-life and performance: Amabile and Kramer (2011) results; to get the job done on time and on budget. A
contend that a central driver of creative, pro-ductive similar approach can be conceived with strategy exe-
performance is the quality of a persons inner work-life- cution which involves breaking the strategic plan into
the mix of emotions, motivations, and perce-ptions over required activities and defined tasks. Each task has its
the course of a workday. How happy employees feel, own objective, consumes resources, has a time line and
how motivated they are by an intrinsic interest in the can be scheduled. Cocks (2010), avers that the emer-
work; how positively they view their organization, their gency of project management to support strategy exe-
management, their team, their work, and themselves all cution is supported by the establishment of program
these combine either to push them to higher levels of management offices in larger organizations. Their
achievement or to drag them down. purpose is to supply project management expertise to the
Amabile and Kramer (2011) argue that in the realm of entire programme, thus linking all projects together. He
knowledge work, people are more creative and further observes that project management emphasises
productive when their inner work lives are positive; when the importance of planning as much as it focuses on
they feel happy, are intrinsically motivated by the work implementation. The same should be true of strategy
itself, and have positive perceptions of their colleagues execution. Strategies involving incremental change or
and the organization. In contemporary management, continuous improvement may not require detailed
good managers, a) establish a positive climate, one event planning. However, organizations facing transformational
at a time, which set behavioural norms for the entire change or major shifts in strategy can ill afford the
team, b) stay attuned to their teams everyday activities consequences of poor planning. Effective execution
677 PJ Bus. Admin. Manage.

follows effective planning; the project then becomes one management can help a company achieve a competitive
of control by tracking progress, feedback, problem advantage at the business level. Just as a company
solving and standardization. Effective strategy execution, invests in specialised assets in its own industry to build
like project management, needs regular and structured competitive advantage, it is often necessary that supp-
meetings and communication. People issues and resou- liers invest in specialised assets to produce the inputs
rces should head the agenda at review meetings. that a specific company needs. This trend has taken
shape, especially, in the western world and it is bearing
Strategic architecture: As contemporary corporations good results. The developing world is doing catch-up work
have to operate in increasingly dynamic and turbulent in applying this concept but indications are promising.
environments, strategy formulation needs forward looking
and change oriented. Organizations need to be not only Diversification: Pearce II and Robinson (2011),
responsive to changes within their current operating envi- Thompson and Martin (2010) recognise diversification
ronments but also predictive of such changes, in order to strategies as being among emerging trends that shape
identify and capture opportunity share (Hamel and contemporary strategic management. They define diver-
Prahalad, 1994) cited in Littler et al. (2000). Hamel and sification as the process of entering into new industries,
Prahalad (1996) postulate a strategic management distinct from the companys core business or original
approach in which organizations pursue future competi- industry, to make new kinds of products that can be sold
tive success through the re-invention of their markets and profitably to customers in these new industries. A multi-
the deployment of core competencies. business model that is based on diversification aims to
Kaplan et al. (2008) view strategic architecture as the find ways to use a companys existing distinct competen-
formulation process through which an organization cies to make products that are highly valued by
translates its current core competencies into future customers in the new industries it enters. Around Nairobi
competitive success. Strategic architecture represents and across Kenya, there has been an emergence of mini-
the information road map of the organizations progress supermarkets within the premises of petrol stations, thus
towards its anticipated competitive ambitions, which may acting as a one stop shop for motorists. The emergence
not be achieved for several years to come. Indeed, of entertainment industries within the precincts of hotel
Hamel and Prahalad (1996) emphasise that strategic facilities around Nairobi are also common strategies of
architecture is a broad opportunity plan. The question ensuring that visitors do not go far to enjoy those
addressed by a strategic architecture is not what we must services. Currently, media houses provide both print and
do to maximize our revenues or share in an existing television services while some Cinema halls that are
product market, but what we must do today, in terms of used for entertainment during week days turn to prayer
competence acquisition, to prepare ourselves to capture halls over the weekends. In addition, a number of univer-
a significant share of the future revenues in an emerging sities in Kenya have diversified into real estate
opportunity arena (Hamel and Prahalad, 1996). investments while the communications industry has
diversified into the financial markets, for example Safa-
Strategic facilities management: Contemporary ricom and Airtel that developed the MPESA and Mkesho
business strategists have taken a keen interest in specia- technologies.
lised asset management within the realms of strategy
formulation and execution. The irony is that businesses Integrating knowledge management: The quality of a
are, at the same time, having to provide the most suitable formulated strategy depends on the quality of knowledge
properties in support of core service delivery require- that informs the system. This in turns hinges on how
ments (Jelicouer and Barret, 2004). A specialised asset is effective the process of knowledge gaining is managed
one that is designed to perform a specific task and whose within the organization. In a dynamic environment, under-
value is significantly reduced in its next best use (Hill, lying conditions often change before a strategy can be
2010). He avers that the asset may be a piece of fully implemented (Diem, 2007). Strategy formulation and
equipment that has a defined, specific use or the know- implementation must therefore be regarded as a constant
how or skills that a company or employees have acquired learning process and quality of strategy directly depends
through training and experience. Companies invest in on the quality of the organization cognitive and beha-
specialised assets because these assets allow them to vioural learning mechanisms. Performance measurement
lower their cost structure or to better differentiate their systems provide the necessary feedback loop within this
products, which facilitates premium pricing. learning process provided that design encompasses all
For example, a company might invest in specialised stages of the strategy formulation and implementation
equipment to lower manufacturing costs, such as Toyota process and the organizations value system.
does, or it might invest in an advanced technology that Diem (2007) further argues that the creation of new
allows it to develop better-quality products than its rivals, knowledge or technology is referred to as discovery or
as Apple Computers has done. Thus specialised assets invention. Research is the scholarly work needed to
Gakure et al., 678

arrive at finding new things or new knowledge. This is the Esty D, Charnovitz S (2012). Green Rules to drive
process of creating value for knowledge. Critical success Innovation. Harvard Business Review, March.
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business needs or economic growth, and sustainability. Business Model Reinvention. Harvard Business
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