Strategic Change Management Practices and Service Delivery at Kenya Commercial Bank Limited

Abstract

The provision of service delivery has been hindered by strategic change management issues across the globe and especially within the banking industry. Equally, the effect of change management practices has not been adequately addressed within the academic literature, and particularly the banking sector despite the enormous strategic changes that have been witnessed in the recent past decade. This study, therefore, determined the effect of strategic management practices on the service delivery at KCB Bank Kenya Limited in Nairobi. The study was guided by strategic management model theory, organisational theory and resource-based view theory. The study adopted a case study research design and gathered primary data through interview of managers of bank branches in Nairobi. The study adopted content analysis as data analysis method. The study finding revealed that KCB has a robust technology to handle demand and ever moulding test and preferences of customers, and the bank technology is modern and updated; it has elaborate digital marketing do address its customers changing need; the banks has effective infrastructure to deliver mobile banking services to customer. Further result shows KCB leadership is effective in addressing strategic changes and ensures continuous improvements in service delivery. On stakeholders’ practice, finding shows the banks has effective and friendly communication between management and its stakeholders. Further result showed strategic changes are managed through a structured and well elaborate policy effective in addressing the industry changes and encourages participation of staffs in decision making. Lastly, the banks strategic planning effectively manage industry change dynamics, and promptly support the service delivery to customers need. The study concluded that strategic management practices have effect on service delivery in banking. Specifically, it affects banking service delivery robust technology to handle customers demand, effective and friendly communication between the management and its stakeholders, timely communication that is clear in response and with optimal resource utilization to address change management. The study recommends further analysis in other banks as well as analysis of subordinates’ staffs as opposed to management staffs.