This research was on strategic change management at Faulu Kenya with a focus on its
transformation to a deposit taking microfinance institution. The objectives of the research
were: (i) to determine the nature of the strategic change, (ii) to establish the processes
undertaken to implement the strategic change and (iii) to establish the roles played by various
stakeholders in the strategic change process.
The research was designed as a case study and used the qualitative research method.
Information was collected from both secondary and primary sources. The primary research
was conducted through personal face-to-face interviews using an interview guide. In-depth
interviews were held with members of the transition team that led the transformation process.
The study found that Faulu successfully implemented the strategic change and as a result
became the first institution to be licensed as a deposit taking microfinance institution in
Kenya. Ingredients to successful change such as creating a sense of urgency, having a
guiding team, and empowerment, highlighted by various writers on change played a
significant role in the strategic change process at Faulu and contributed to the success. Faulu
once again has made a great achievement and lends itself as a model institution for the
microfinance industry not only locally, but also globally.
This paper documents the nature of strategic change, the strategic change process and the
roles played by different stakeholders in the transformation process at Faulu. It also provides
recommendations based on the findings and suggestions for areas of further study.


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