Challenges of Implementation of Business Process Re-engineering as a Tool of Change at Kenya Commercial Bank Group Limited
Abstract
Existing literature describes the relevant studies on Business Process Re-engineering and
change management in the service sector, but very little has been written on its effects in
the Banking industry. Business Process Re-engineering is the fundamental rethinking and
radical redesigning of a business process so that a company can best create value for the
customer by eliminating barriers that create distance between the employees and the
customers. The aim of the research was to identify the challenges of implementing
Business Process Re-engineering as a tool for change management in Kenya Commercial
Bank. The research objectives are to identify the specific challenges of Business Process
Re-engineering implementation in change management through a literature review and
empirical study. The research for this study attempts to address this deficiency.
Qualitative data collection methods were used in the investigation. A questionnaire was
used as a research tool. The interview guide was used to pose questions to the respective
bank departmental directors and collected for analysis and interpretation in line with the
aims of the study. The results of the study revealed that most respondents agreed that
Business Process Re-engineering was a tool for change management though there were
challenges in its implementation. It was recommended that for future studies that a
broader study be done on the same context to cover more respondents. It was also
suggested that a study be done on views of the low and middle level employees on
management in Kenya Commercial Bank. More studies also needed to be done on the
challenges of implementing Business Process Re-engineering as a tool for change
management in other organizations and financial institutions. It was recommended that
Business Process Re-engineering must be accompanied by strategic planning, which
addresses leveraging IT as a competitive tool. It was suggested that Business Process
Re-engineering must be owned throughout the organization and not driven by a group of
outside consultants. The research also proposed that cross functional teams must be
comprised of both managers as well as those who will actually do the work. It was also
recommended that Business Process Re-engineering must be sponsored by top executives,
who are not about to leave or retire. It was resolved that change management during the
Business Process Re-engineering Implementation process would determine its extent of
success or failure.