Qualitative exploration of systemic constraints in strategic plans implementation: Insights from Zambia

Abstract

This study examines how systemic capacity deficits, cultural resistance, and leadership disconnect shape the implementation of strategic plans through the Balanced Scorecard Performance Management System (BSC PMS) in Zambia’s defense sector. Using a sequential explanatory mixed-methods design, the study reports the qualitative phase conducted after a survey of 135 senior officers, which draws on in-depth, semi-structured interviews with 21 key informants across three service branches. Interviews were conducted between November and December 2025 and analyzed using reflexive thematic analysis. Four interrelated mechanisms were identified as explaining gaps between strategic intent and operational execution: a human capital enablement gap driven by limited BSC training and weak analytical capability (reported by most participants); a resource utilization bottleneck in which fiscal volatility, donor conditionalities, and procurement delays disrupt planned priorities; a technological enablement void characterized by fragmented systems and reliance on manual reporting and spreadsheets; and a procedural and leadership enablement gap in which inconsistent command-level commitment, leadership turnover, and competing procedural demands weaken implementation fidelity. The findings indicate that strengthening strategy execution requires protected capability-development pathways (including mandatory BSC training and documentation), resource-protection arrangements for priority initiatives, phased integration of digital performance management, and leadership-continuity mechanisms to sustain strategic focus across transitions.