Predictors of Successful Strategic Plan Implementation at the Kanchanaburi Provincial Public Health Office

Abstract

Successful implementation of a public health strategic plan requires alignment among multiple internal organizational factors. This analytical cross-sectional study aimed to examine the level of perceived success, investigate statistical associations and predictive factors, and synthesize recommendations for strategic plan implementation at the Kanchanaburi Provincial Public Health Office. The study included all 95 personnel in the defined population frame who were responsible for policy, planning, or strategic indicators and worked in the Provincial Public Health Office, hospitals, or District Public Health Offices. Data were collected from May 15 to July 31, 2026. A total of 95 complete questionnaires were obtained, representing a 100.0% response rate. The instruments consisted of a McKinsey 7S assessment and a perceived-success assessment, with overall reliability coefficients of .97 and .95, respectively. Data were analyzed using descriptive statistics, Pearson’s correlation, and enter-method multiple linear regression.

The results showed that the overall perceived success of strategic plan implementation was at a high level (Mean = 3.93, SD = 0.52). All seven factors of the McKinsey 7S framework were positively and significantly correlated with perceived success (r = .425–.561, p < .001). The regression model was statistically significant (F = 8.587, p < .001) and jointly explained 40.9% of the variance in perceived success (R² = .409, Adjusted R² = .361). Organizational structure (Structure; B = .271, β = .343, p = .033, 95% CI [.022, .519]) and skills (Skills; B = .276, β = .359, p = .041, 95% CI [.011, .542]) demonstrated statistically significant predictive associations. The prediction equation based on the regression coefficients was Ŷ = 1.700 + 0.153(Strategy) + 0.271(Structure) + 0.062(Systems) − 0.124(Style) + 0.055(Staff) + 0.276(Skills) − 0.101(Shared Values). The open-ended responses revealed seven key themes. Integration of these findings with the quantitative results yielded four preliminary recommendations: strengthening organizational structure and coordination, developing personnel skills, improving data and monitoring and evaluation systems, and adapting indicators to local contexts. The findings support prioritizing strategic implementation structures and personnel skills alongside the development of organizational support systems.