Internal challenges of strategy implementation at a South Africa Bank
DOI:
https://doi.org/10.36096/ijbes.v7i4.803Keywords:
Internal Challenges; Strategy Implementation; South African BanksAbstract
The purpose of this study was to identify the internal implementation strategy issues encountered by a bank in South Africa. Challenges are phased in by South African banks during the fourth stage of the strategic planning process. Banks must be aware of the internal issues affecting the implementation stage. The banking industry in South Africa plays a significant role in the regional economy and market. The article's underlying contingency theory highlights how crucial it is for South African banks to use a range of approaches to address problems that can prevent them from implementing their strategies. Data were mostly gathered through semi-structured interviews with 25 workers of a bank in South Africa. Atlas.ti version 23 software was used to analyse the participant data gathering. The findings show that the South African bank is facing internal issues as a result of senior managers' decision to exclude junior and middle management's participation from the overall plan. This will demotivate those involved and result in a lack of support for the plan. Inadequate support from the change management team and communication from the management team regarding the new plan.
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