Management of strategic change at save the children international, Kenya program

Abstract

Change in today’s business environment is seen as inevitable and organizations will face a difficult task of surviving into the future, unless they are able to find an organizational change management approach that will assist them in navigating the organizational change Landscape for the 21st Century. This study sought to explore the change management practices at Save the Children International Kenya (SCI Kenya), and the challenges of managing change at SCI Kenya. The study which was qualitative in nature, made use of a case study research design methodology for the collection of empirical evidence to support the underlying constructs and research questions posed within the study. The use of data and methodological triangulation, namely research interviews and review of organizational documentation provided the research study with the necessary validity and reliability to support research results, findings and recommendations. The study established that the need for operational efficiency was the major force behind the changes at SCI Kenya. It also was established that changing donor priorities, requirements and increased demand for accountability dictates the funding and the scope of SCI Kenya programming. The study concludes that the changes at SCI Kenya were planned, and recommends that SCI Kenya develops a documented framework for monitoring and evaluating change implementation processes.