Nairobi, July 7 -- 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.

Between 2011 and 2025, Kenya Airways (KQ) rolled out five major strategic initiatives: Project Mawingu, Operation Pride, Project Safari, the Privately Initiated Investment Proposal (PIIP) and Project Kifaru...