Effects of Strategic Change Management Practices on Organizational Performance of Kakuzi Plc in Kenya

Abstract

This study explores the influence of strategic planning as an organizational change management practice on Kakuzi PLC, an agribusiness company in Kenya. The study was anchored in the Penrose's Resource-Based View (RBV), Agris & Schon's Organizational Learning Theory, and Lewin's Change Management Theories. This study adopted a case study design to analyze the impacts of strategic change management practices on organizational performance at Kakuzi Plc in Kenya. Qualitative data was gathered through interviews conducted with key stakeholders at Kakuzi Plc and during which questions related to strategic change management were posed to participants. This research indicated that strategic planning has had an extremely positive effect on Kakuzi PLC's organizational performance. The empirical findings at Kakuzi PLC indicate a positive link between strategic planning and financial performance, through aligning resources and capabilities with long-term vision and mission, leading to more efficient resource allocation and competitive edge. Furthermore, strategic planning positively influenced customer satisfaction as it encouraged continuous adaptation and learning which helped meet customer demands more effectively. This research contributes to an enhanced understanding of how strategic planning affects organizational performance within the agribusiness sector context. Furthermore, this work underlines the significance of aligning strategic planning with change management theories as well as long-term impacts and external influences to provide valuable guidance for improving strategic planning and organizational performance of Kakuzi PLC as well as beyond.