Managing Organizational Change at Equity Bank Limited

Abstract

This study analyzed the process of managing organizational change at Equity Bank Limited. The objectives of the study were to establish how organizational change is managed at the bank as well as identifying the driving and resisting forces of change. In order to meet these objectives, primary data was collected through use of in-depth interviews. Secondary data was collected by reviewing the available change management literature and other related documents and reports at the bank. Content analysis was used to analyze the qualitative data collected from the study. The study revealed that the bank has adopted different approaches to a variety of situations involving the bank’s change process. Competition, changes in technology and customer demands are the major external driving forces of change in the bank. The internal driving forces include flawed Information Technology Systems, rigid work practices, less attractive products and need for a new organizational customer focused culture. The biggest challenge in management of organization change at the bank was identified as resistance to change. The