Management of Strategic Change at Plan International Inc Kenya

Abstract

Non-governmental organizations operate in turbulent environments characterized by constrained funding, competition and high demand for social services. The or anization r pond to the environment through strat gic hang to chi ve a competitive advantage. Strategic change is a means of establishing the organization intent, core competence and the organizational purpose in terms of its long-term objectives. This case study examined organizational change in Plan International Inc - Kenya. The objectives of the study were to establish how change was implemented and the challenges that faced the change programme. During the study both primary and secondary data were collected through interviews and focused group discussions. The data collected was then analyzed through the conceptual content analysis technique. The research established that Plan International Inc- Kenya conducted a participatory management of strategic change. The process involved providing space and opportunities for staff to make positive decisions that affected their future and that of the organization. This was made possible by involving and preparing the staff for change, as change only favors a prepared mind. The staff then participated in implementing the change programme as individuals and in teams. The change programme implementation experienced challenges that included resistance to change, scarce resources and staff separation. These challenges were managed through negotiations and consultations. The researcher noted that the change implementation process was generally successful. However the organization needs to institute a change monitoring and evaluation process in order to avoid dragging back to pre-change period of business as usual.