Change management practices at Kenya Power and Lighting Company Limited

Abstract

Kenya power operates in a turbulent business environment in which nothing is constant or predictable. It is imperative therefore that organization develop strategies that will position them to succeed regardless of the environmental changes. 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 changes in its business processes and portfolio as well as in its organization structure. This study sought to examine the change management practices in KPLC from 1995 to present 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 organization, being able to manage change as the environment changes