Change Management and Strategic Repositioning of State-Owned Enterprises in Kaduna State

This research examines the role of change management in the strategic repositioning of state-owned enterprises in Kaduna State, Nigeria. The North West zone has witnessed a wave of state enterprise reforms aimed at reducing financial dependence on government subventions and improving public service delivery. The study adopts a case study and survey approach, focusing on three major state enterprises undergoing restructuring programs: Kaduna State Water Corporation, Kaduna State Investment Promotion Agency, and a selected state transport authority. A total of 100 employees and management staff were sampled. Structured questionnaires and in-depth interviews were used for data collection. Data were analyzed using qualitative content analysis complemented by descriptive statistics. Findings indicate that the success of strategic repositioning initiatives is closely tied to the quality of change communication, middle management buy-in, and employee participation in change design. Enterprises that implemented phased change with adequate stakeholder consultation experienced lower resistance levels and faster strategic realignment. The study concludes that change management is not a peripheral concern but a strategic prerequisite for the successful repositioning of Kaduna's state-owned enterprises. Recommendations include the appointment of dedicated change champions and integration of change management competencies into senior leadership development programs. Keywords: change management, strategic repositioning, state-owned enterprises, Kaduna State, organizational transformation.