Abstract

Learning Outcomes

This case can be used to teach students the strategic, financial, and leadership complexities of navigating failed and interim strategies in a high-risk industry. Upon completion of the case discussion, learners will be able to highlight lessons from a failed strategy to inform future direction; analyse the impact of “in-between” strategies on organisational performance; and conduct detailed risk assessments in the context of the airline business. Students will also evaluate the consequences of a revamped strategy through operational, financial, and risk perspectives, and develop recommendations for the future trajectory of the business, with attention to leadership, oversight, and strategic alignment.

Case Synopsis

The case study is about strategy change in a leading airline in East and Central Africa, the Kenya Airways Plc. (KQ) written at a time when KQ is experiencing strategy and leadership changes aimed at lifting the airline’s performance off the ground. The case commences by highlighting the aftermath of a failed strategy (Project Mawingu), the onset of the global pandemic (Covid-19), and other environmental and organisational factors that brought the airline to the point of seeking financial support from the government and other strategic investors. Rising from the ashes after a failed Project Mawingu strategy, KQ attempts several “in-between” strategies with varied degrees of success. Among them was an attempt to operationally merge the airline and the airport and consolidate their assets and resources. This would however not materialise. The earlier strategy aimed at improving liquidity, reducing leverage and operational efficiency seemed to have yielded a bit of success. Then there came Project Kifaru, a 3-year strategy aimed at survival, stabilisation and growth. It is this strategy that the current case study focuses on, with a view to highlighting the level of its success. The new strategy is led by a new CEO who came on board during the Covid-19 pandemic, after years of sustained losses by the airline, among other environmental challenges. The case study is useful in demonstrating the role that strategy, leadership and performance management play in a dynamic, high-risk industry.

Complexity/ Academic level

The case study can be applied at graduate, postgraduate (MIM and MBA) and executive education programmes at for senior-level, advanced management and board level participants. It is particularly suited for executive programmes such as Global CEO programme, Advanced Management Programme, Senior Management Programme and Board Programmes. It can also be used for Africa-focused core or elective courses for degree programmes or senior managerial executive education on ‘doing business in Africa’. Given the paucity of strategy and leadership focused cases about African businesses and protagonists, it fills an important need that business schools across the world will find useful.

Supplementary Materials

Teaching notes are available only to educators upon request from the Case Centre at cases@strathmore.edu

Keywords

Risk management, financial analysis, Leadership, Turnaround strategy, Organisational performance, Operational resilience, Strategic alignment.

Citation

Mathuva, D. Musyoka, C & Rao, V. (2025). Kenya Airways Plc.: From Project Mawingu to Project Kifaru Strategy Reengineered or Redefined? Strathmore Africa Case Center. https://doi.org/10.70268/SACC-09-2024-060

Publisher: Strathmore Africa Case Centre

Copyright © 2025, Strathmore Africa Case Centre

Category : Case

Author : David Mathuva, Carol Musyoka, Vinika Rao

Publisher : Strathmore University

Document ID : SACC-09-2024-060