| dc.description.abstract | The study sought to investigate the management of strategic change within the DTMs in
Kenya, a transition that has taken place in the last three years in Kenya painting a picture
of how the DTMs are managing the process of strategic change and access how far the set
milestones have been achieved The study thus tries to understand the management of the
strategic change process by the DTMs, the strategic measures adopted while underscoring
the challenges the DTMs are facing in the process of adapting to the changes and how
they are coping.
A census study design was used in studying the DTMs where both primary and secondary
data was used to gather information in the strategic change management process. Primary
data was gathered via interviews where specially designed questionnaires were used
during the interviews with the top management of the transitioned DTMs. Secondary data
was gotten from publications especially from AMFI the umbrella body of MFIs in Kenya,
CBK, individual MFIs annual reports and publications, strategic plan reports and
websites.
The research found out that the enactment of the Microfinance Act 2008 which in
summary defines the role of CBK in regulating the Microfinance institutions in Kenya
especially those that will mobilize deposits from the public, acted as great trigger to the
transition process coupled by customers growing needs and stiff competition from both
mainstream banks and mushrooming Mfi’s.
Consequently the Mfi’s had to change their ICT systems, recruit experienced staff while
retraining the existing staffs in a bid to manage the transition. However the full effects of
the transition are not yet fully felt as the time after transition is short and many milestones
are yet to be actualized | en |
