Challenges facing the implementation of change strategies at Kenya Commercial Bank group Ltd
Organizations undergo changes from time to time to enable them adapt and fit into the environment. These changes are referred to as strategic changes as they affect the whole organization in the scope of its people and processes involved in their production activities. A strategic change decision is made at the strategic level and is aimed at transforming the organization from its current situation to a better state usually perceived to be a better position for the organization which makes it gain a competitive advantage over their rivals. Usually strategic change decisions are made to push the organization to a higher profitability front than before, such changes may include cost reduction strategies, production cuts, lay-offs and in most cases, process changes. However, the managers in the organization have to be capable to manage the strategic changes being implemented in the organization, as change in an organization is a process and not an event as may be perceived by many. Moving into the new decade, the KCB bank embarked on a transformation journey which the Board instituted early 2011, with the aim of improving KCB bank from a Good to a Great. The Goal of change strategies is to deliver business growth, increase productivity, drive efficiency, rationalize costs, enhance stakeholder value and launch KCB bank Ltd to the next level thus transforming the bank from Good to Great. The study has examined the challenges that KCB Bank Group Ltd has been facing in the implementation of the change strategies, how these challenges have been managed. The research was conducted on a case study research design focusing on KCB Bank Group because it is a single unit of analysis. Data was collected using a structured vi personal interview with the senior management members of staff of the bank. The data collected was analyzed and compared with other data collected from other scholars, similar studies carried out in the same field of strategic changes. The data was presented in a conceptual analysis since the data was highly qualitative, thusenabling the researcher to establish the consistency, credibility, and the usefulness of the information obtained. The study established that the implementation process faced a number of challenges which are not unique in the industry; these challenges are both behavioral and systemic. However, these challenges have been managed and the bank has used various measures in order to manage these challenges. It can also be noted that the bank is optimistic that she will break through these challenges and emerge successful in realizing her key transformation goals which are to be a leaner and more efficient organization with the aim of increasing her profitability and growth both locally and in the subsidiaries. On analyzing the data collected, it can be concluded that the bank so far is on track but more emphasis is needed on the behavioral challenge management since human beings in all organizations are the main players in the organizational production process. The bank has heavily invested in a strong technology infrastructure which will greatly support in the management of the systemic challenges. The researcher recommends that more study requires to be carried out in this field of strategic changes moreso at KCB Bank Group Ltd to establish whether the bank has realized its dreams.