Business Process Re-engineering as a Strategic Tool for Service Improvement at Kenya Power and Lighting Company Ltd

Abstract

Remodeling of an organization’s core business can be achieved through several strategic tools. Business Process Re-engineering (BPR), as one of the strategic tools, is best to use because of its gradual and step by step implementation. The study objectives were to determine BPR strategies adopted by Kenya Power and Lighting Company Ltd (KPLC) and the relationship between BPR and Service Delivery at Kenya Power and Lighting Company Ltd. The theoretical framework was based on the Resource Based View and Lewin’s Model of Change. This study was a case study since the focus is on one organization, KPLC. Data gathered from the research was qualitative in nature. Thirteen top managers of KPLC were required to give data that was used for analysis. Interview guide was utilized since it yields more noteworthy collaboration and least refusal rates. Responses from the interviewees were synthesized by content analysis so as to bring out common themes from the various responses. The study concludes that KPLC has adopted collaboration, benchmarking, experimental trial and business process automation as BPR strategies to enhance service improvement. Consequently, the study established that reengineering of business processes has a positive impact on service delivery at KPLC. The study recommends that change management is important to enable efficient transition of organizational processes to enhance customer value. Organizational change should be effectively implemented across the organization’s departments. This will enable employees view Business Process Reengineering as a constructive measure rather than a re-organization plan. This ensures that set goals and objectives are met. The study recommends that the company ensures effective communication channels for changes at all levels exist. This can be achieved by changing the strategic approach of the company.