dc.description.abstract | Kenya Police has a national jurisdiction with 4000 police stations and posts and a staff
compliment of about 42,000. It is the government’s principal security, law enforcement
and criminal investigations agency. Change is inevitable and is the only constant thing.
Kenya Police has undergone several changes since its inception. The objectives of this
study were to determine how strategic change was managed and to establish the factors
influencing strategic change management in the Kenya Police.
This involved analysis of primary and secondary data collected through face to face
interview with the researcher and reviews of the contents of relevant publications and
reports. An interview guide modeled on known strategic management concepts
consisting questions was used to collect data from eight senior police officers and
analyzed using content analysis.
The research concludes that Kenya Police successfully implemented the planned change
in areas where the organization was in full control. However, objectives which
required stakeholder support including resource mobilization, strengthening of
institutional framework, advocacy and change of legislation either never took off or
registered minimal success. Most significantly, the study found that Kenya Police is one
organization which inevitably attracts an array of extremely powerful stakeholders.
Unfortunately, the organization did not appreciate this and therefore failed to put in place
an astute stakeholder management strategy consequent upon which the plan never
achieved a hundred per cent success. | en |