Strategic change management practices in the Kenya Power and Lighting Company Limited (KPLC)

Abstract

Both public and private organisations operate in a turbulent business environment in which nothing is constant or predictable. It is imperative therefore that organisations develop strategies that will position them to succeed regardless of the environmental changes. A critical success factor is how well a company manages its strategic change programmes to achieve its goals. Strategic change management needs to take account of both internal and external factors that affect the implementation of the change programme. It should also make use of appropriate change management models. In addition, it is important that resistance to change be anticipated and suitable methods be designed to control the resistance. Kenya Power and Lighting Company (KPLC) is the only licensed company for electricity transmission, distribution and supply in Kenya. In the past ten years, the company has undergone major strategic changes in its business processes and portfolio as well as in its organisation structure. This case study sought to examine the strategic change management practices in KPLC from 1995 to 2004 when some of the major changes took place. The objectives of the study were to identify the change management models used by KPLC, factors that influenced the change management practices and methods used to control resistance to change. The case study relied on qualitative data gathered through interviews with KPLC senior managers who gave insights into the study subject. Analysis of the data was through content analysis. The study established that KPLC had three strategic change programmes in the period studied. It used both planned and emergent change management models in managing its strategic change. Both internal and external factors played major roles in determining how the change was managed. Resistance to change was encountered and diverse methods were used to control the resistance to change. The study identified that some of the change programmes were successful while one of the programmes was still ongoing in 2004 and was being carried out in a very turbulent environment. The study recommends that KPLC develops capacity to be a learning organisation, being able to manage change as the environment changes.