Management of strategic change at Kenya Institute of Administration
Odie, John O
MetadataShow full item record
Management of strategic change has become a necessity in modern organizations. This is because organizational health is mirrored in its ability to strategically adapt to global influences on modern business. Globalization and internationalization of modern business requires organizations to develop a global philosophy and approach to business, globally acceptable approaches and technology, techniques and methods, quality standards, processes and products for global customers, global marketing approaches, strategic management practices, global vision of business, globally acceptable political systems to support and facilitate globalization of business and continuous benchmarking with the leading players in the industry. Strategic management has become a global practice for managing strategic change. This is because it enables organizations to be responsive to environmental needs and changes, see competitive challenges in advance, achieve operational effectiveness, develop strategic objectives and actions, effectively mobilize and utilize existing scarce resources and develop effective directional policy. It has become necessary for organizations to continuously adapt their subsystems to enable them meet the requirements of the dynamics in the environment to guarantee their positioning, competitiveness and survival. This is because an organization, as a functional living organism, has to account for its existence by having a mission. Strategic management of change provides this answer. The study sought to establish strategic change management practices at the Institute which, since its inception in 1961, has continued to operate in a constantly changing environment. This has been achieved by identifying the strategic change practices and internal and external factors that influenced them. The accomplishment of the initial Africanization process, competition for scarce resources, expansion of size and services, bad governance, increased democratization, International Monetary Fund’s and World Bank’s intervention and the government’s reactive and proactive policy decisions fundamentally influenced the Institutes’ strategic change management practices. This case study employed interview, desk review, observation and content analysis methods to collect and process primary and secondary data. The study found that the Institute has over the years, strategically changed its purpose, physical infrastructure, technology, status, organizational structure, leadership, business, training content, scope and approaches. Strategic change is expected to continue in response to changes brought about by the promulgation of the New Constitution and the enactment of laws that will give it effect.
SponsorhipUniversity of Nairobi
School of Business, University of Nairobi