Management of strategic change at Nairobi Automated Clearing House
The purpose of this research was to conduct an assessment of how Central Bank of Kenya (CBK) and the Kenya Bankers Association (KBA) managed change during the implementation of cheque truncation system. An interview guide was the major instrument used to gather primary data while past records from Banking, National Payments System and Risk Management Department in CBK were also used to supplement the major instrument. The interview guide was composed of written open and closed ended questions relating to the challenges experienced during the CTS implementation period and how they were overcome. The research found out that the approach used relied on Lewin 3 steps model but classified as genetic because it included aspects of different planned and emergent approaches to manage change. The research found out that the major challenge encountered was technical while the others were due to misunderstanding of the public caused by limited communication and lack of enthusiasm from the commercial banks. Based on the findings, it is recommended that future projects should be named using catchy or simple terminologies which can be understood by all the stakeholders. Further, enough resources should be allocated for communication which plays a pivot role in managing change. Bearing in mind the future's uncertainty, the difficulty of enforcing plans and that planned change approach seldom achieves the targeted objectives; change initiatives should have a room for incremental change implementations. It is recommended that further researches should be undertaken to explicitly understand other underlying causes of challenges that lead to delay of failures in implementing changes in organisations co-owned by different stakeholders.