Mr Betta Kombe

Commercial banks in Kenya continue to embrace digital transformation as a strategic response to competitive pressures, evolving customer needs, and the pursuit of operational excellence. Despite this shift, variations in organizational performance persist, signalling the need for empirical evidence on the effectiveness of digital transformation strategies. This study examined the influence of digital transformation strategies on the organizational performance of commercial banks in Kenya, focusing on four strategic dimensions: mobile banking, automated teller machines, agency banking and online banking. This research was based on technology acceptance model, diffusion of innovations theory, resource-based view theory, and agency theory to explain the relationship between the study variables. The population for the study were all the 39 commercial banks in Kenya. Since the population was relatively small, the study was a census. The study targeted 5 senior managers, namely the heads of strategy, operations, IT, finance, and marketing, from each commercial bank, resulting in a total of 195 respondents. Primary data was collected through structured questionnaires and was analyzed through descriptive and inferential statistics by use of means, standard deviation, correlation and regression analyses using SPSS version 27. Results showed that mobile banking had a significant positive impact, while Automated Teller Machines, though weaker, remained essential for service delivery. Agency banking emerged as the most influential predictor, strongly enhancing access and organizational performance. Online banking also showed a significant contribution, nearly matching agency banking, confirming its vital role in improving efficiency, competitiveness, and customer satisfaction. The study concludes that mobile banking enhances accessibility, efficiency, and financial inclusion, significantly improving bank performance. Automated Teller Machines positively influence service delivery and customer satisfaction, though with a weaker effect. Agency banking is the strongest determinant, driving expanded access and improved outcomes. Online banking also contributes meaningfully by boosting efficiency, lowering costs, and supporting innovative, customer-centered services. Bank management should prioritize continuous investment and innovation in mobile banking platforms to maximize their positive impact on performance. Offering competitive incentives to agents and diversifying services beyond cash deposits and withdrawals to other products such as loan applications, utility payments and insurance products, these can maximize the potential of agents. Bank management should modernize and optimize Automated Teller Machines services to complement other digital channels. The bank should also prioritize cybersecurity framework to guarantee security on the money transactions from hacking and fraud.