Management of strategic change at the international centre for research in agroforestry
The ability of organizations to manage and survive change is becoming increasingly important in an environment where technological advancements are inevitable and globalization of markets is escalating. This study investigated management of strategic change at the International Centre for Research in Agroforestry (ICRAF). The objective of the study was to establish change management model adopted by ICRAF in relation to One Corporate System, to determine challenges faced by ICRAF in managing the strategic change to One Corporate System and to identify strategies that ICRAF used to manage resistance in changing from current Independent systems to One Corporate System. The research design employed in this study was case study method. Primary data was collected using an interview guide. The collected data from the interview guides was analyzed using content analysis. The findings indicate that the ADKAR Model was adopted to facilitate phase one of the change to One Corporate System. The paper discusses the findings focusing on challenges of managing strategic change which include complications with the system, unavailability of consultants, inadvertent expenses, time constraints and the fear of unknown; the major factors causing resistance that is poor communication in regard to the one corporate system and lack of understanding of how it will benefit staff and ICRAF as well as strategies for minimizing resistance to change. Finally the study draws conclusion, suggestions and recommendation that would contribute to success in managing strategic change of phase of One Corporate System. There is need for further research on other centers that are changing to One Corporate System and are allied to the Consultative Group on International Agricultural Research (CGIAR). This may possibly provide a broader perspective and insight on the impact of and management of the strategic change in relation to achieving operational efficiency.