| dc.description.abstract | The last decade has seen businesses improve by the relatively insular processes of business
process redesign, re-engineering and transformation. The aim of these processes has been
generally to create a customer-focused approach. Such an approach can obviously be appropriate
and effective where the business is confident that what it is doing is right for now and for the
future. However, periodically, there is a need to revisit original aims and objectives to ensure that
the company is doing the right things as well as doing them right. The study was carried out
through a case study design where the unit of study was sought to find out the management
perception of strategic practices and the loans performance in the banking industry in Kenya,
taking a case study of Standard Chartered Bank. The design is most appropriate when detailed,
in-depth analysis for a single unit of study is desired. Case study research design provides very
focused and valuable insights to phenomena that may otherwise be vaguely known or
understood. The design enables the researcher not only to establish factors explaining
phenomena but also unearth underlying issues. The study established that a benchmark existed in
the bank for the measuring the performance of the strategic business plans initiated. Any
problems that were experienced in the implementations and business performance outcomes that
led to under performance of asset book portfolios were fixed on time. This was actually done so
that the growth of the asset book portfolio would remain positive and loan impairment ratio
would be less and for the prevention of customer migration to other banks that were perceived to
provide more efficient and effective loan service process. It was indicated that the bank
recognized that effective exploitation of strategies is essential to the bank efficiency and
re-engineering agenda. This is a comprehensive implementation plan to fundamentally change
how it incorporated planning into its everyday business. It ensured the early factoring of
strategies considerations into the design of policy, increase digital inclusion, reduce the cost of
operations, and ensure information is shared and transparent where possible and always handled
appropriately, and extend the loans service commitment to its customers through service
guarantees redeemed in monetary terms. Delivering strategy commitments supported their plans
for economic growth and enable workforce transformation so that the bank has the tools and
structures to deliver current, modem, digital enabled and effective banking services in its loans
services. It was established that the institution's performance was closely linked to the
management perception of strategic practices and the facilities provided by the planning
committees as most of the services provided by the bank revolved around the overall
management perception of strategic practices. It was determined that the banks superior
performance was underpinned on the underlying formally implemented management perception
of strategic practices, and not necessarily from reactive plans from the industry trends. The
planning committees in the planning processes led to the efficiencies and effectiveness of the
services provided by the bank and the planning teams of the bank were mandated to keep the
planning practices and processes running smoothly. | en_US |
