Strategic Change Management Practices and Service Delivery at the Co-operative Bank of Kenya

Abstract

The purpose for this research was to establish the strategic change management practices and service delivery at the Co-operative Bank of Kenya. The study highlights the background, the research problem and objectives of the study, research questions and value of study. The study focused on a case study as it required in-depth information from the bank and analyzed the data using content analysis. This study investigated the bank‟s strategic change management practices employed, identified the driving forces, determined whether the practices adopted impacted on service delivery. The study also embarked on measuring the intensity of the adopted practices on service delivery and whether the bank‟s management is satisfied with the current method of service delivery. The study revealed that the bank succeed in its strategic change management and succeeded in action and behavior. The study established that management was able to avoid poor management of change as managers operated with the highest ethical standards, process focus and were able to work across functions/units. The top management not only embarked in transforming the bank into a more innovative and successful organization but they also helped to change the environment by getting key stakeholder groups to accept the top management‟s view of the future as well as supporting it. The management devised methods of transforming the bank into a more innovative and successful bank. As a result of undertaking the strategic change management practices, there was an improvement in measures of performance such as quality, service and speed. This was possible because the management identified the processes that are central to its business and also found ways and means of improving such processes.