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The most important aspect of strategic management is the ability to respond to the rapidly and increasingly changing world. The purpose of strategy implementation is putting actions aimed at mitigating the effects of change among organizations. However, organizations have designed turnaround techniques, which have not been successfully implemented (Rehan, 2017). According to Mutunga (2013), turnaround is regarded as a swift change of the organizational strategy to deal with the challenges facing the company, such as falling profitability, poor service delivery, low return on investment, and a decline in sales. Successful turnaround strategies can result in regaining customer trust, loyalty, and restructuring the organizational processes (Mutunga, 2013). A turnaround strategy in Abu Dhabi Commercial Bank in the Middle East by Mezias (2019) when the bank suffered a spectacular collapse and losses replaced profits. The findings of the turnaround measures resulted in the introduction of the corporate governance reporting standards as well as the training of the workforce on corporate governance. Finally, the bank posted a full-year net profit of AED 2.8 billion (Mezias, 2019).
The Ministry of Home Affairs and Immigration is a Government Enterprise (GE), which is under study and referred to as GE henceforth. GE experienced challenges in processing key documents such as birth, death, and marriage certificates, passports, visas, and permits. The main documents, such as passports, birth certificates, marriage certificates, visas, permits, and death certificates are now taking more than 3 (three) months to be issued to citizens and non-citizens. The turnaround strategies introduced in 2014 were to reduce the turnaround time of producing these essential documents to citizens and non-citizens. However, the delay in producing these important documents resurfaced again from 2015 to date. The turnaround strategy is relevant to change the entire process of producing key documents within a short period. The aim of carrying out the research was to find out the bottlenecks of the 2014 turnaround strategy. The problem at GE is the delay of more than three months in producing birth certificates, death certificates, marriage certificates, passports, student permits, and work permits instead of three days. The purpose of the study was to identify the cause of the delays since 2014 during the turnaround implementation, but now the situation has deteriorated to before the 2014 period when these documents took more than 30 days. The intended solution is to make GE produce important documents within three days of the submission of the application.
According to Mutunga (2013), the turnaround strategy must reverse the causes of delays and overcome internal constraints. A turnaround strategy requires a drastic intervention with carefully planned project management strategies to avoid failure for the attainment of organizational objectives. According to Boyne (2010), the ways to manage turnaround include management review, analysis of root causes of delay, and SWOT analysis.