1. Managing Change and Innovation Dr. Fred Mugambi Mwirigi JKUAT

2. Introduction  Change and Innovation begins with strategic planning  Strategic planning is the process of identifying the corporate destination, working out the corporate roadmap from the present to the desired destination and filling the gaps backwards by allocating resources, actioning the roadmap and controlling the process 2

3. Contd.  Strategic planning demands that we open ourselves to possibilities of radical changes in how we perceive, think, and act  We must stretch our horizons and widen our boundaries  Is liberty Bank just a citizen of Juba, South Sudan, Africa, or a citizen of the world? 3

4. Shifts to Transformation  To move forward we must plan to transform both ourselves and the organization  We must trigger shifts in corporate philosophy and values and in the numerous structures and organizational arrangements that shape our current position 4

5. Contd.  The process of transformation is essentially a death-and-rebirth process  It is a movement from what is to what is not but should be  The movement must begin with a change of mindset  Only then can the organization begin to shift 5

6. It’s a movement. it begins in the mind! 6 Closed-up status- quo-oriented Mindsets Open and receptive mindsets

7. It’s a movement… 7 Growth stagnation Focused Growth with clear objectives And milestones

8. It’s a movement… 8 Shrinking Resource Base Growing and sustainable Resource Base

9. It’s a movement… 9 De-motivated inactive Workforce Engaged and motivated workforce

10. It’s a movement… 10 Ineffective and inefficient technologies Cutting edge Objective-driven technologies

11. It’s a movement… 11 Hierarchical Bureaucratic Structures Flat efficient Structures

12. It’s a movement… 12 Individualistic performance Team Performance

13. It’s a movement… 13 Market Irrelevance Market Leadership Orientation

14. The difference between success and failure is the mindset of the person What we can visualize we can achieve Visualize the following…. 14

15. Possibilities for a city/ university 15

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19. Rediscovering our Mission  What business are we in  Who are our customers  What are their real needs  Do we, in serving them, truly solve their problems 19

20. Key Aspects  Strategic thinking  Openness to possibilities  Resource allocation  Measurement of results  Lessons for reinvestment 20

21. Pyramid of strategic thinking Stages are interrelated and interlinked Vision Mission Strategic Goals Strategic Objectives Performance Indicators Activities/Projects 21

22. Strategies, Goals and Policies 22 Vision Medium term objectives Mission Strategic Objectives Short term objectives Operational Policies Grand Strategy Tactical Policies Strategic Policies Tactical Strategies Operational Strategies C.Vs

23. 23 Key Questions in the change process 23 StageOutputs Where are we?  External environmental analysis  Internal environmental analysis Where do we want to go?  New vision, mission & core values  Strategic objectives HOW do we get there?  Strategies  Results and operational plans  Required resources What practical next steps must be made to get there?  Short-term budgets  Short-term organizational, managerial, HR, etc. decisions and managerial, HR, etc. decisions and actions (“Quick Wins”) actions (“Quick Wins”) How do we monitor & evaluate the plan?  M&E plan

24. Support structure 24 Strategic Planning Resources Good-will Shared values Action Vision, Mission, Strategic goals Structures/ Systems

25. The transition  We plan in order to transform disjointed inputs into one whole that has capacity to solve customer problems  In Planning we begin from the known and then transit into the unknown  It is a challenging journey that requires unwavering commitment to the course 25

26. From planning to reaping Transition comes with challenges….. 26 Strategic Goal Setting Strategy Development and Implementation Activities Results

27. Transition Challenges  Structures  Systems  Processes  Politics  People (staff)  External dynamics (shifts)  Resources 27

28. Transition results  Overcoming transformational challenges makes our company an adaptive organic company that respects and embraces learning and reciprocal interdependence  We stop working in cubicles (departmental boundaries) and start working in realization that we all need each other  An intricate web of interdependence (nested company) is then born 28

29. Key Planning areas  Strategic Issues  Strategic objectives  Strategies  Activities 29

30. Conclusion  Planning is not an activity but a process  As an organization we are as good as we plan and follow through to action the plans  Planning must be aligned with current reality  Benchmarking is key to effective planning and corporate growth 30

31.  We must always remember that change is the only constant in the world  If you don’t adopt or adapt to change you eventually become irrevant 31

32. Thank you 32