Can a company successfully pursue five different strategies within 15 years, or does constant reinvention signal a deeper organisational problem?
This question arose during a recent session of the Global CEO Programme at Strathmore University Business School, where executives discussed the case study: Kenya Airways Plc: From Project Mawingu to Project Kifaru – Strategy Reengineered or Redefined? The conversation quickly moved beyond aviation to a broader debate about leadership, resilience and strategic adaptation.
