Strategic change management practices at Brookside Dairy Company in Kenya
Change is inherent in contemporary organizations and its management is not only critical to organizational success and survival but is also at the crux of the field of organization development Brookside Company is currently facing competition from other industry players and this has seen the company make several changes in order to compete in the market. Some of the changes that have occurred in the company include acquiring ISO certification, expansion of product line into the Tanzanian market (Mtindi and Mazilla), introduction of digital accessory point of sale connected to the server at the head office, and establishment of production plant in Kampala Uganda. Further, the Kenya Dairy Board has approved plans to have a milk drying factory in Kiganjo. They have also made several acquisitions such as Spinknit and bought the Delamare brand. These issues have not received attention from scholars up to date hence the need for the present study. This study sought to determine the strategic change management practices adopted by Brookside and the factors influencing strategic change management practices in the organisation .This was a case study of Brookside. Primary data was collected using semi-structured questionnaires. The respondents were three managers from the company. Data was analysed using content analysis where the data was gathered and presented into themes (as outlined by the objectives) and analysed in prose form. The study found that several strategic change management concepts were followed by the company as it sought to manage the change process. The study concludes that the company follows the change process as espoused in the theories of change management. The study concludes that the factors are organisation culture, teamwork, leadership, resistance to change, stakeholder influence and organisation structure. The study recommends that the company should do more as concerns the training and development of staff in order to change their mindsets so as to effectively implement change processes. The company should invest more in communicating their intended change processes in good time and in the right manner so that the employees can own the process. The study suffers from one major limitation. Since it was a case study, it limits the applicability of the findings to the entire industry. The study recommends that future studies should perform surveys in the industry so as to reveal the industry practice as far as strategic change management is concerned.