Change Management and Organisational Performance in Food and Beverages Manufacturing Companies in Southwest Nigeria

This study examined change management and organisational performance in selected food and beverages manufacturing companies in Southwest Nigeria. The objectives focused on assessing the effects of leadership change and organisational structure, on organisational performance. A quantitative survey design was adopted, covering Lagos, Ogun, and Oyo States. The population comprised of employees of Nestlé Nigeria Plc, Honeywell Flour Mills, CWAY Foods, Rite Foods Ltd, Sumal Foods Ltd, and Johnvents Food Ltd. Krejcie and Morgan’s sample size formula guided the determination of sample size, and random sampling was used to select respondents based on staff categories. Data were generated from primary sources using well-structured questionnaires, with 284 valid responses analysed using descriptive statistics, regression, and multiple regression techniques. Regression results revealed a very strong relationship between change initiatives on organisational performance Leadership change had the strongest positive effect (β = 0.934), while organisational structure showed a significant negative influence (β = –0.494). The study concludes that holistic and leadership-driven change initiatives are critical for achieving superior organisational performance. It recommends that Organisations should invest in leadership development and succession planning to ensure that leadership transitions are smooth and aligned with strategic goals. Transparent communication during leadership changes is essential to maintain employee trust and morale. New leaders should be equipped with change management skills and trained to maintain continuity while driving innovation. Organisations should adopt flexible and decentralized structures that encourage innovation, faster decision-making, and responsiveness to market dynamics.