Management of Strategic Change at Rivatex East Africa Limited, Kenya

Abstract

The operating environment for most companies across industries has seen numerous disruptive environmental changes. Being open systems companies have responded to these environmental changes the best way they can in order to guarantee themselves a more competitive position in their respective industries. Technological changes, changes in the world political landscape, consumer empowerment, globalization and competition have wiped many companies into oblivion and further complicating the strategic change process within organizations. This study of Rivatex East Africa Limited is therefore aimed at providing an in depth understanding of the strategic change practices adopted by Rivatex East Africa Limited and the resultant challenges of managing strategic change in the face of various forces of change in its internal and external environment. A case study method was used to carry out this research. Data was collected from primary and secondary sources with the primary data being obtained through an interview guide. Through the study it was established that the strategic change management process at Rivatex East Africa Limited started with goal setting. In addition the challenges faced by Rivatex East Africa Limited were as a result of modernization, training and development. The strategic change programmes implemented by the company led to reduction in costs, increase in sales and market share. The study recommends that Rivatex East Africa Limited also adopts a proactive and responsive of introducing and managing change to remain relevant and competitive in the textile industry going forward. Out of the limitations of the study, direction for further research has been suggested.