Strategic Change Management at Kenya Revenue Authority: a Case of Customs and Border Control Department

Abstract

Strategic change has become a constant phenomenon, which must be addressed by organizations in all sectors and industry if an organization is to remain competitive. Changes in technology, the market place, information systems, the global economy, workforce demographics and the political environment that have a significant effect on the processes, products and services produced. This study, therefore sought to assess the strategic change management and its adoption and implementation by Customs and Border Control Department (CBCD) at Kenya Revenue Authority (KRA).The study examined change management practice, strategies for change management and influencers of change and how they affect adoption of change management. The study had a target population of 285. The researcher used Krecie & Morgan sampling formulae from a population of 1,122. The response rate was 82.8 percent of the target population making the study reliable. This research study adopted a descriptive research design, which was deemed appropriate. This allows a collection of in-depth information about the population being studied. It also offers a comprehensive understanding of the social units of a phenomenon under study. The study targeted management staff, supervisors, officers and support staff in the key all divisions within CBCD. The divisions are operations, enforcement, exemptions and revenue. The primary data was collected using structured questionnaires. Data collected was analyzed using descriptive and inferential statistics. This is because the nature of data collected is qualitative in nature. The study concluded that CBCD has undergone some strategic changes with the aim of enhancing revenue performance. It was also established that the management have been involved in change processes. Also, the study established that rapid technological change, pressure from government on revenue, and desire for increased efficiencies were identified as some of the influencers of change. Internal sensitization, training and management involvement were some of the strategies used to enhance adoption of change at CBCD. The study also concluded that respondents received strategic objectives communication from top management. The study also revealed that some senior management resists changes for fear of loss of power and influence. The organization also appoints and use change agents to drive the change massage. The researcher encountered some resistance on the filling of the questionnaires from some respondent. The study recommends a further study in the strategic organizations within other state corporations.