Strategy implementation presents the most complex aspects of an organization. This study aimed at establishing the relationship between adhocracy culture and strategy implementation in professional bodies in Kenya. To accomplish the main study objective, a descriptive research design was conducted and anchored on Cameron and Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. A sampling frame of 168 respondents from 28 active professional bodies registered with the Association of Professional Bodies in East Africa (APSEA) was targeted. Data were collected using a structured questionnaire. Purposive sampling was used to select six (6) top managers in constant touch with the strategy implementation of their organizations. The study tested a null hypothesis and the results were analyzed through regression ANOVA to establish the relationship between adhocracy culture and strategy implementation. From the results, it was found that adhocracy had a significant positive effect on strategy implementation. The study concluded that adhocracy culture and strategy implementation in professional bodies in Kenya have a significant relationship. The study recommends that the leadership of an organization should work to establish a structure that accommodates adhocracy within the organization. Both operational and business level management should be structured in such a way that there is adhocracy culture within the ranks of the organization. The study further recommends a similar survey across the East African region including more professional bodies and further pursuit of adhocracy culture to test its suitability in other organizations other than professional bodies.

The study aimed at establishing clan culture effect as an agent of strategy implementation in professional bodies in Kenya. The study’s anchoring theory was Cameroon and Queen’s Competing Value Framework (CFV) supported by McKinsey 7S Framework. Positivist philosophy adopting  descriptive correlation research design was implemented in the field. Key question was, “How does clan culture affect strategy implementation within the professional bodies registered with the Association of Professional Societies in East Africa within Kenya?” A census of all professional bodies with purposive proportionate sample of key respondents was undertaken. This sample involved managers of key departments involved in strategy implementation including Information Communication Technology (ICT), planning, human resources, procurement, marketing, and finance. From target sample of 168 respondents from 28 professional bodies, the study received 132 filled structured questionnaires for analysis. Multiple linear regression analysis was applied through  SPSS computer package using regression models to test the hypothesis H01: There is no relationship between clan culture and strategy implementation in professional bodies in Kenya. Findings indicated that, the coefficient for organization glue, (β = .153, t = 1.848, p<.05) and strategic emphasis (β = .299, t = 3.609, p<.05) which were the constructs for clan culture significantly predicted strategy implementation in professional bodies. Results led to rejection of the null hypothesis. Study findings are significant and implementable within various organizations including government,  industry players, and academia amongst others. From the findings, the study recommends leadership and policy planners to implement clan culture as demonstrated by the most successful organizations.

Fintech startups play an important role, particularly where traditional financial institutions are unable to meet the growing need of the customers. Fintech startups combine IT and finance to develop financial services without the assistance of traditional financial institutions, but the sector is so fluid that startups must innovate continuously. This paper focused on Fintech Startups. The research was anchored on the balanced scorecard model, Schumpeter’s theory of innovation, and the lean start-up framework. Existing secondary data on fintech start-ups was analysed. The findings indicated that Kenyan government regulations, user authentication, and Government bureaucracy remains a serious hindrance to the future of startups. However, with growth of Fintech startups in the country the future is promising and thus changing the land scape of the traditional financial institutions. The study recommends that the governments could allow Fintech startups to visionary new products and technology to meet underserved customer requirements while enforcing light regulations contact in the early phases. The tradition financial institutions should collaborate with the Fintech firms to strengthen their competitive edge and thus performance.