Management of strategic change at new Kenya Co-operative Creameries Co. Ltd

Abstract

Parastatals are institutions owned by the Government through its Ministries and are more business oriented as compared to mainstream Ministries. The study sought to establish the Strategic Change Management Approaches adopted by New Kenya Co-operative Creameries (New KCC) Ltd and the challenges encountered in management of strategic change. The study was conducted using a case study research design. The researcher conducted in-depth interviews with New KCC Head of Departments who were and are involved in the management of strategic change. Information was also obtained from company’s records, which were useful in compilation of the study report. The study identified that to a large extent both planned and emergent approaches to change were adopted. The change effort was planned and there is a clear line in sight to a future desired state. The approach was top-bottom where change activities were decided at the top and passed down for implementation. The emergence of a down-up approach was encouraged with the participation of various departmental in initiating reform activities. This is because change cannot be characterized as a rational series within a given period of a time but rather a continuous process. In the decline stemming the company instituted measures like change ownership, financial controls, and improving the processing capacity which reversed the downward trend. Next they instituted quality certifications, putting its employees on performance contracts. Despite the constraints, change management at New KCC made considerable gains. The reform effort has resulted to detailed manpower and succession planning which effectively addresses the future needs of the group and career development of individual employees.