Corporate performance measures and evaluates how an entity achieves its objectives, delivers value to its stakeholders, and ultimately, succeeds in its mission. As such, performance serves as the yardstick for assessing the efficiency, effectiveness, and overall health of a given entity. On the other hand, strategic agility is the ability to quickly sense and respond to changes, adapt strategies, and seize opportunities in a changing environment. Agility is the capacity for an entity to redirect resources to create value; it is a dynamic capability that confers competitive advantage and improves performance.
This book lays bare the significant gap in understanding how strategic agility, through its various enablers—namely organizational culture, adaptive leadership, technological innovations, and strategic partnerships—can be effectively harnessed to enhance the performance of organizations, particularly within the public sector.
In respect to unclaimed financial assets management in Kenya, the book highlights that the country's designated managing agency, the Unclaimed Financial Assets Authority, ought to embrace strategic agility enablers with greater emphasis placed on organizational culture and steady investment in technological innovations (e.g., digitalization) to realize enhanced corporate performance. By doing so, this has a greater chance of mitigating the commonplace performance crisis among similar organizations, despite high stakeholder expectations.
This book discusses the intricacies of managing the unclaimed financial assets regime in Africa, highlighting Kenya's Unclaimed Financial Assets management as a case study. It underscores the principles of positioning a robust unclaimed financial assets regime in Africa and its implications for such institutional management on national economies.
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