Strategic change management practices and challenges of implementation by Maryland global initiatives corporation in Kenya

Abstract

Strategic change has become a constant phenomenon which must be addressed by organizations in all sectors and industry if an organization is to remain competitive. Changes in technology, the marketplace, information systems, the global economy, social values, workforce demographics and the political environment have a significant effect on the processes, products and services produced. This study, therefore sought to assess the strategic change management practices and challenges of implementation by Maryland Global Initiatives Corporation. This research study adopted a case study design which was deemed appropriate because it involves a careful and complete observation of social units or a phenomenon and it also offers a comprehensive understanding of the social units or phenomenon under study. The study targeted senior management from key divisions as well as some middle level managers who are directly involved in strategic change management .The divisions are human resources, finance, technical& IT, corporate affairs and strategy & innovation. The primary data was collected using a comprehensive interview guide. Data collected was analyzed using content analysis. This is because the nature of data collected is qualitative in nature. The study concluded that Maryland Global Initiatives Corporation indeed uses change management practices such as enhancement of collaboration/participation between departments through group meetings, project matrix structures, restructuring and intentional employment of managers from outside as well as organizing of frequent offsite strategy meetings for all concerned departmental heads and middle level managers. The study also concluded that respondents received strategic objectives communication from top management, others indicated that the received from middle management while also some respondents said such communication comes from the operational level managers. Further, the study concluded that strategic change management is recognized and celebrated in Maryland Global Initiatives. This is done through good recommendations, cash rewards in form of spot awards and bonuses, parties, and promotions. However some departments were of the opinion that only senior managers take the credit and therefore the rewards. The study recommends individual and group recognition as a necessary component of change management in order to cement and reinforce the change in the organization. The study also recommends that changes anchored on corporate strategy be communicated properly