A study of strategic change management process in hybrid private-public organizations:The case of Kenya commercial Bank limited
Abstract
The study sought to establish the change management process that has and is being applied
at Kenya Commercial Bank (KCB). KCB is seen as representing organizations that are
changing in many ways, chief among them being the reducing government shareholding and
increasing competition. A second objective of the study was to identify the factors that are
influencing the change effort.
The study was conducted by carrying out indepth interviews with senior managers of the
company. This provided a management perspective of change. In addition, focus groups
were conducted with a view to obtaining the employee's perspective of change. These two
perspectives of the stakeholders were intergrated and analysed for consistency in their
understanding and perception of the change effort now underway at KCB.
The study identified the application of "management by projects" as the main organizational
tool applied by KCB to turn strategy into reality and to manage the change programme. The
main achievements for the change effort so far are enhanced customer appreciation and
internal communication. Both these factors are reflected positively in the bank's income
statement. The main factor that has adversely affected the change effort is a non-supportive
organizational culture. Suprisingly, the least important factor in the performance of the
change effort is government interference.
Citation
Masters of business administrationSponsorhip
University of NairobiPublisher
School of business,University of Nairobi