A study of strategic change management process in hybrid private-public organizations:The case of Kenya commercial Bank limited

Abstract

The study sought to establish the change management process that has and is being applied at Kenya Commercial Bank (KCB). KCB is seen as representing organizations that are changing in many ways, chief among them being the reducing government shareholding and increasing competition. A second objective of the study was to identify the factors that are influencing the change effort. The study was conducted by carrying out indepth interviews with senior managers of the company. This provided a management perspective of change. In addition, focus groups were conducted with a view to obtaining the employee's perspective of change. These two perspectives of the stakeholders were intergrated and analysed for consistency in their understanding and perception of the change effort now underway at KCB. The study identified the application of "management by projects" as the main organizational tool applied by KCB to turn strategy into reality and to manage the change programme. The main achievements for the change effort so far are enhanced customer appreciation and internal communication. Both these factors are reflected positively in the bank's income statement. The main factor that has adversely affected the change effort is a non-supportive organizational culture. Suprisingly, the least important factor in the performance of the change effort is government interference.