Master of Quality Management

Change Management
Report
June 23rd, 2023

Presented to Prepared by
Dr. Tamer Salem Moataz Radwan
Kholoud Mustafa
Sherine Sabra
 Table of Content
1 Executive Summary

2 Introduction

The Need for Change Management and

3 Change Management Importance

Change Management Processes and

4 Types

5 Change Management Models

6 Change Management Challenges

A Case Study on Change Management

7 Readiness for an Oil & Gas SME
Company in Malaysia

8 Report Conclusion

Change Management Report

 1. Executive Summary

Change management is the process of preparing, assisting, and supporting individuals, teams,
and organizations in making a transition from the current state to a desired future state. Effective
change management is crucial for organizations to successfully navigate through periods of change,
whether it be technological advancements, restructurings, or other organizational initiatives. It is
an essential component for any organization seeking to adapt to changing circumstances and
remain competitive in today's rapidly evolving marketplace.

This report tackles different aspects of change management: the need for change
management and its importance, change management processes, types and models, and a case study
on Change Management Readiness for an Oil & Gas SME Company in Malaysia.

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 2. Introduction

Change management is a systematic approach that deals with the transition or

transformation of an organization's goals, processes or technologies. It is the process
of helping individuals, teams, and organizations transition to new ways of working. It
is a complex and challenging process, but it is essential for organizations to succeed in
today's rapidly changing world.

A successful change management plan should involve several key components,

including clear communication of the need for change, engagement and involvement
of employees at all levels, identification of potential resistance, proactive measures to
mitigate resistance, and ongoing evaluation and monitoring.

The benefits of effective change management include increased employee buy-in

and commitment, improved productivity, smoother transitions, and ultimately
achieving the desired goals and outcomes of the organizational change.

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 3. The Need for Change
Management and Its
Importance

Organizations are constantly changing. They are introducing new products and services,
expanding into new markets, and adopting new technologies. These changes can be disruptive
and stressful for employees, who may be resistant to change. Change management helps to
mitigate the negative effects of change and to ensure that the change is successful. It does this
by helping employees to understand the need for change, to develop the skills they need to
adapt to change, and to support them through the change process.

Change management is important for a number of reasons.

First, it can help to ensure that the change is successful. When employees are
prepared for change and when they have the support they need, they are more likely to
embrace the change and to make it a success.

Second, change management can help to minimize the negative effects of change. When
employees are resistant to change, they may be less productive, they may make more mistakes,
and they may even leave the organization. Change management can help to mitigate these
negative effects and to ensure that the change is as smooth as possible.

Third, change management can help to improve employee morale. When employees feel
like they are being supported through the change process, they are more likely to be positive
about the change and to be committed to making it a success.

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 4. Change Management
Processes and Types
The Change Management process typically includes the following steps:

1. Initiating the change: This step involves identifying the need for change, developing a
plan for change, and communicating the change to employees.
2. Planning the change: This step involves developing a detailed plan for how the change
will be implemented. The plan should include a timeline, a budget, and a list of resources
that will be needed.
3. Communicating the change: This step involves communicating the change to employees in a
clear and concise way. Employees should be kept informed about the progress of the
change and about any potential challenges.
4. Supporting employees through the change: This step involves providing support to
employees who are struggling with the change. This support can take many forms, such as
training, coaching, and mentoring.
5. Managing the change: This step involves monitoring the change process and making
adjustments as needed. The change manager should be prepared to address any challenges
that arise during the change process.

Change management can be used to manage many types of organizational change. The three
most common types are the following:

1. Developmental change. Any organizational change that improves on previously

established processes and procedures.
2. Transitional change. Change that moves an organization away from its current state to a
new state to solve a problem, such as implementing a merger and acquisition or automating
a task or process.
3. Transformational change. Change that radically and fundamentally alters the culture and
operation of an organization. In transformational change, the end result might not be known.
For example, a company may pursue entirely different products or markets.

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 5. Change Management Models

Best practice models can provide guiding principles and help managers align the scope of
proposed changes with available digital and nondigital tools. Popular models include the
following:

ADKAR.
The ADKAR Model was created by Prosci founder Jeff Hiatt, consists of five sequential
steps:
1. Awareness of the need for change;
2. Desire to participate and support the change;
3. Knowledge on how to change;
4. Ability to implement desired skills and behaviors; and
5. Reinforcement to sustain the change.

BRIDGES' TRANSITION MODEL.

Change consultant William Bridges' model focuses on how people adjust to change. The model
features three stages: a stage for letting go, a stage of uncertainty and confusion and a stage for
acceptance. Bridges' model is sometimes compared to the Kübler-Ross five stages of grief --
denial, anger, bargaining, depression, and acceptance.

IT INFRASTRUCTURE LIBRARY (ITIL).

The ITIL framework offers detailed guidance for managing change in IT operations and
infrastructure. It is owned by Axelos, a joint venture between Capita and the U.K. Cabinet
Office.

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 KOTTER'S 8-STEP PROCESS FOR LEADING CHANGE.
Harvard University professor John Kotter's model has eight steps:
1. Create a sense of urgency.
2. Build a guiding coalition.
3. Form a strategic vision and initiatives.
4. Enlist a volunteer army.
5. Enable action by removing barriers.
6. Generate short-term wins.
7. Sustain acceleration.
8. Institute change.
·
LEWIN'S CHANGE MANAGEMENT MODEL.
Psychologist Kurt Lewin created a three-step framework that is also referred to as the
Unfreeze-Change-Refreeze
· McKinsey 7-S. Business consultants Robert H. Waterman Jr. and Tom Peters designed a
model to look holistically at seven factors that affect change:
1. shared values
2. strategy
3. structure
4. systems
5. style
6. staff
7. skills

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 6. Change Management
Challenges
Companies developing a change management program from the ground up often face
daunting challenges. In addition to a thorough understanding of company culture, the
change management process requires an accurate accounting of the systems, applications,
and employees to be affected by a change. Additional change management challenges include
the following:
RESOURCE MANAGEMENT.
Managing the physical, financial, human, informational, and intangible assets and
resources that contribute to an organization's strategic plan becomes increasingly
difficult when implementing change.

RESISTANCE.
The executives and employees who are most affected by a change may resist it. Since change
may result in unwanted extra work, ongoing resistance is common. Transparency, training,
planning and patience can help quell resistance and improve overall morale.

COMMUNICATION.
Companies often fail to consistently communicate change initiatives or include employees in
the process. Change-related communication requires an adequate number of messages, the
involvement of enough stakeholders to get the message out and multiple communication
channels.

NEW TECHNOLOGY.
The application of new technologies can disrupt an employee's entire workflow. Companies
can improve adoption of new technology by creating a network of early learners who
champion the new technology to colleagues.

MULTIPLE POINTS OF VIEW.

In any change initiative, success factors differ for people based on their roles in the
organization and incentives. Managing these various priorities is challenging.

SCHEDULING ISSUES.
Deciding whether a change program will be long or short term and clearly defining milestone
deadlines are complicated. Some organizations believe that shorter change programs are most
effective. Others believe a more gradual approach to change reduces resistance and errors.

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 7. A Case Study on Change
Management Readiness for an
Oil & Gas SME Company
in Malaysia

ABSTRACT
Change management is vital process in any organisation in sustaining and remaining
competitive in a volatile environment. A well-planned change management effort has been
craved by organizations in need to be more profitable, reputable, and sustainable. These
changes to the pillars of the organization are normally more transformative than
incremental in nature. All arrows pointing to the single biggest step an organization is to
embark if they choose to ride the path of a successful change management execution – the
change management readiness.

This paper discusses the aspects of change management readiness which entails the
need for readiness, the activities within readiness, the factors of leadership, communication
and awareness that embodies the readiness as a whole. A case study of an actual organization
participated in the study using leadership profiling assessment, organizational communication
survey, change management awareness survey and maturity assessment. The results from this
study is realistic and impactful to its readers. This paper validates the underlying theory of the
three factors in a real industry environment and how successful change management readiness
can be obtained with diligent planning and execution

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 1.INTRODUCTION

The sixth Prime Minister of Malaysia initiated the Economic Transformation Plan, which
place high priority to the Oil and Gas industry, as it has been the most potential and lucrative
industry at the moment. The concentration encourages new companies to join the industry,
while the current businesses grow within rapidly. Many incentives are being given to support
this effort but the biggest question remains whether these “Small Medium Enterprises” (SME)
companies are ready for expansion, globalization or survival. Are they ready to compete on
the international playing field in terms of deliverability, quality and price competitiveness?
These are the biggest questions asked of a company in these situations. While they try to
pursue change through generative learning, they see things and begin transforming its
structures when waves of alarming needs corner them for change in process, people, structure
and strategy [1] in order to survive.
This is the current problem and scenario that most companies in Malaysia are facing, as
majority are still operating on local standards and deliverables. When Malaysia eventually
opens up its market in complying to the Asian Free Trade Agreement (AFTA), many will feel
the pinch and loss of business opportunity. Only sustainable model implementation and
adaptation to the current market demand will enable them to survive this phenomenon.

Since companies need to change in meeting the demands of the market, this study explores an
element in change management for this concentrated industry in Malaysia – the readiness for
change management in an organization. For the SME Construction companies within the Oil
and Gas industry, they must be able to act fast and prevent the collapse of market
competitiveness. Globalization will take its toll whether we like it or not, it's how these
companies adapt and transform towards the external imposition that makes survival and
growth possible.
This study has an objective of evaluating a company's readiness in executing change
management through the factors of leadership, communication, and awareness. These three
factors are essential in the completeness of change management readiness and have been
proposed by previous research within the same field to study on the role of organizational
communication processes, as well as the importance of information on levels of change
readiness [2]. The discussion will be led on what change management is all about, its
implementation, preparation for change management, leadership, communication, awareness,
assessments, surveys and recommendation for the further impact the knowledge and industry
stakeholders in the future.

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 2. LITERATURE REVIEW

2.1 Change Management

Change Management was defined by Prosci as a process and set of tools to assist
people/organization in achieving its desired outcome [3]. Change management in an
organization relies heavily on human factor with leadership and communication prowess
underlining its helm. Change Management is to be considered successful when the objective of
the company is being met through people collaboration and successful execution of the
program itself. It is glaring that change management is inevitable for companies in Malaysia as
they need to respond to the volatile market. Many claim Malaysia [4] as one of the most open
economies in the world [5], which makes change management and its readiness vital in any
organization.

2.2 Organizational Readiness in Change Management

An organization's decision to embark in change management is as important as its

decision to ensure the organization is ready for the change itself. Many top management fails
to understand that the barriers to change are the employee themselves. There is a limit in
imposing instruction on subordinates, therefore it is crucial to get the employee's willingness to
improve, work better and embrace the changes within the organization.
While the majority of the change management effort failed due to the sponsor or the highest
rank person with executive power in an organization didn't 100% on board with the change
management program, the next contributing factor is the inability to remove or overcome the
barrier of change itself. These barriers come in multiple forms from people resisting change,
communication breakdown, insufficient time for training, and staff turnover during change [6].
These barriers boil down to three factors of leadership, communication, and awareness in
change management respectively.

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 2.2.1 Leadership in Change Management.

Implementing change management is an easy feat with the right managerial leadership
within the organization. Being exemplary and communicating strategies, information, updates,
and instruction constantly towards people around you are the leaders of change management
that have helped companies transformed successfully [7]. In a modern organization, the top-
down approach is no longer valid as 360 relations, communications, interaction, evaluations
come into the fray. This factor demands more from the manager to be more sociable, open and
transparent with his/her subordinates. Studies have shown that two out of three
transformation initiatives fail due to incompetent managers. We have seen many of these
instances in companies struggling to compete and maintaining the high quality of services
where lack of "movement" towards organizational needs.

This research emphasizes leadership role before, during and after the change
management process. It is imperative to have the support, concern and committed managers to
employee’s welfare during the times of change [8]. Managers become leaders, acting as change
drivers and change agents during these processes. They need to drive and gain the trust of their
subordinates on why change is needed in the organization. Poor managers cum leaders will
lead to a disastrous change climate within the organization and make it difficult to cope with
the ever-increasing frequency of organizational change with it is already set in motion [9].
Developing managers with analytical, influential, emotional, political, interpersonal and
technical attributes is essential, especially in contributing to the probability of change readiness
success [10].

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 2.2.2 Communication in Change Management.

The purpose of employing communication as one of the key areas of change

management is to disseminate information to the intended group of people. There are many
forms of communication channels available within an organization including employee
portals, newsletters, emails, static and non-static media as well as face to face communications.
Many organization misunderstood the change communication as a process of mediating
instead of intermediating [11]. To have effective communication, information needs to be
interpreted and reinterpret them into ideas and processes that are easy to understand, thus
applying the mediating technique. While using the communication channels, its best to
incorporate latest technologies albeit social network and video conferencing to enhance
outreach to employees. However, although it is the management's decision to establish any
means of communication channels deemed effective, one must avoid a typical top-down and
one way conduits approach while using these communication facilities to avoid a breakdown
in communication [12].

2.2.3 Awareness in Change Management.

The first building block of one of the most popular change management model, Prosci’s
ADKAR, is awareness. [13]. An employee needs to know why change is needed, how it is
affecting them and what are their roles in participating in this change. This is where awareness
is crucial in getting their willingness and buy-in towards implementing change. Another factor
of awareness is the believability of the information they receive. This relates much to the
manager's role in relaying accurate information to build trust and enable the communicated
messages being interpreted in the right manner. It is advisable to have constant top
management engagement with employees, regular communication between managers and
subordinates and continuous monitor of awareness level about the change management
situation within the organization.

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 2.3 Situation of SME Oil & Gas Companies in Malaysia

Through the economic transformation plan launched by the government, oil and gas
and renewable energy contribute a major portion of Malaysian economy with the increasing
growth of 5% per year up to the year 2020 [14]. The concentration on oil and gas industry has
grown over the years and more opportunities and potential are available in the market. This
makes the growth of companies inevitable as when there's a pull factor strong enough to
attract local SME companies, the same pull factor influences international companies in
protruding the local construction scene. With the development and launching of Rapid
Project, increasing construction and revamping works by big players like Petronas, Shell,
ExxonMobil, and Petron [15] for their current and upcoming facilities, increase in
competitiveness is the need for all companies battling to survive.
The largest contributor to our national income/business participation is through SME
companies. These companies are companies within the range of 75-200 people [16]. The
challenge of SME to react towards an open market and globalization is to meet the standards
expected by all the current big players and new players in the Malaysian market through the
influx of investment through the market. Companies like Tokuyama Corp., LION Group,
Assar are all newly invested companies in Malaysia which can be considered as Foreign Direct
Investment (FDI) [17]. The SMEs are facing an obstacle in the areas of manpower
competency, infrastructure, business competition, technological and innovation infrastructure
and government policies [18], [19]. It was identified that the key success factor for SMEs with
more than 10 years in the business are including but not limited to the items mentioned below,
which happens to be the biggest challenge for SME to compete and grow into an
internationally competitive company [20]. The items are:

i. Sound management capability and integrity

ii Sound business cultures and entrepreneurial spirit
iii. Prudent financial management
iv. High-quality products and services
v. An effective program for human resource development
vi. Strong support from financial institution
vii. Strong marketing strategies
viii. Continuously looking for opportunities to expand.

Most of the local SME are struggling with these key success factors and in order to
overcome these challenges, especially in oil and gas, must undergo change management to be
competitive, maintain quality, meeting on-time delivery while gaining significant profit at the
same time. An SME company in Malaysia will need to transform by redirecting its strategies,
internal competencies, structure, process, culture, and people in order to succeed [21].

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 3. CASE STUDY DESCRIPTION,
INSTRUMENTS, AND METHOD

3.1 Case organization

3.1.1 Background.

The case study for change management readiness is a medium sized oil & gas
engineering construction company based in Kuala Lumpur. The company has been operating
in Malaysia for more than 50 years with employee’s headcount of 100 people at the point of
the study (22 managerial level, 72 non-managerial level and 6 non-managerial/non-executive
directors). Steadily growing since its establishment, the company's revenue for 2013 was
RM153 million. Their previous clients are from international and local based company such as
Petron, Petronas, ExxonMobil, and Tokuyama. The company specializes in "Engineering,
Procurement, Construction and Commissioning” (EPCC) operations and provides its services
with exceptional quality and standards. Company objective is to satisfy client through quality,
safety and completion timeliness, maximizing profit for the shareholders as well as providing a
rewarding career to all its employees.

3.1.2 Organizational issues and problems.

Change management was mooted by the managing director of the organization after a
decline in client satisfaction in the “Customer Satisfaction Feedback (CSF)” for 4 of the last 7
projects, where they achieved below 2.5 of 5, completed by the company. The main reason for
the decline in results was due to lack of manpower support, substandard engineering drawings
quality and technical ability of the employees executing the projects.

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 3.1.3 The change management program.

In order to turnaround the company’s performance, the company underwent

organizational assessment and detailed analysis of every segment of the organization using 6-
pillar model, introduced by Indera Shaiful and Bulan Abdullah [22]. The change management
program was introduced based on these results and was carried out with the full support of
board directors and company owners. The change management masterplan has 7 programs as
follows:

i. Preparation for change programme

ii. Total organizational improvement programme
iii. Employees performance management system programme
iv. KPI tailoring programme

The first change management program is to be conducted within the first three months and the
next six programs to be completed within a year after the first program is completed. The
preparation forchange program was designed to minimize implementation risk and ensure
success for the whole change management masterplan. This preparation is also called change
readiness[23], where in order to overcome the barrier of change within the organization, the
company has focused on leadership, communication, and awareness as the key towards
achieving organizational change goals set by the management. Detail activities obtained from
the company's masterplan are as follows:

i. Managerial training
ii. Readiness of communication channels
iii. Improvisation of communication channels and distribution of knowledge
iv. Leadership program
v. Communicating organizational strategies
vi. Change awareness initiatives

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 3.2. Instruments

There were 4 instruments/tools used to conduct the study by the researcher. These
instruments/tools were carefully adopted and created in order to reflect the true nature of the
organization through these assessments and surveys.
The first instrument is the leadership profiling assessment, which identifies the managers
in the organization on their sociability, dominance, and openness. This assessment was
adopted from a book titled "Managers As Mentors: Building Partnerships for Learning"
published in 2013 [24].
The second instrument is the organizational communication survey, which is a survey
emphasizing to the communication condition within the organization through channels
available internally. This survey was generated and distributed by Qualtrics, an online survey
tool [25].
The third instrument was is the change management awareness survey, intended to gauge
the awareness level of all employees on the objective, execution detail, roles and relationships
and timeline of the change management plan the company intends to implement. This
instrument was developed within the organization itself. The fourth instrument is the maturity
assessment (overall change readiness assessment) which highlights the readiness of the
organization and risk level in implementing change management as a whole. This instrument
was adapted from November ag, a renowned consultant based in Switzerland [26].

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 4. RESULTS

After the execution of the activities in preparation for change programme,

the results of leadership, communication, and awareness was observed using the
tools and measurement techniques in the previous section. It can be observed
since total preparation and readiness of the organization is dependent on these 3
factors, these results determine whether there is more time required for change
management preparation activities or it can be done immediately.

The results of the factors of leadership, communication awareness within

the organization influence the outcome of the maturity assessment, which entails
whether the organization is ready for change management implementation. All
factors must comply with the readiness minimum requirement to reduce the risk
of change management activities to be affected during execution.

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 4.1 Leadership

For the leadership factor, the assessment was done using the leadership profiling matrix as
explained in section 3. The assessment was done successfully with 100% participation within
the population of the managers in the organization. As explained in section 3 above, the 22
managers involved were subjected to 3 leadership factors of sociability, dominance, and
openness. The Table 1 show the manager profile matrix.

Table 1. Manager Profile Matrix Factors

Factors Category No. of Managers Percentage

Sociability Reserved 5 22.73%

Outgoing 11 50.00%

Moderate 6 27.27%

Dominance follower 4 18.18%

Leader 8 36.36%

Moderate 10 45.45%

Openness Guarded 8 36.36%

Expressive 12 54.55%

Moderate 2 9.09%

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 In the sociability traits, 77.27% (17 of 22) of the managers are moderate and outgoing. At this
stage, this is a positive indicator as the organization requires significantly “outgoing and
sociable” managers to have higher chances of persuasive prowess over his/her subordinates
in achieving the desired goal. A study on leadership attributes indicates that this influence the
outcome of cohesiveness of a unit/department to have a leader who knows how to socialize
within boundaries with its compatriots [27].
In the dominance traits, 8 person shows strong instructive influence while another 10 persons are
acting based on situation and responses. This accumulated to 81.81% of desired traits as the
communication although is more top-down but resulting in positive results in ensuring change
happens within stipulated time [28].
However, in the openness traits, there is only a slight majority of 63.64% of managers who are
moderate and expressive in nature. While this is not an alarming rate, there are risks of the
fluency of change management activities to be embraced by the managers themselves where
being guarded and not open to new ideas are one of the major barriers in the success of change
management implementation [29].

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 4.2 Communication

Communication Survey was done with participation from all level of

employees of 100 personnel within the organization. Figure 1 show the results for
the communication survey held within the organization. This result shows that
88% of the respondents are happy with the existing communication channel and
infrastructure available in the organization which allows smooth communication
being done through all level of employment. This results also interpret that the use
of these channels is well implemented and easy to use for employees to receive and
transmit necessary information.

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 Figure 2 shows that 13% of the respondents are very satisfied and fully
informed on all communications within the organization. It also highlights the
regular communication that has been conveyed to the staff, underlining a further
60% satisfaction from the respondents. On another side of the spectrum, there are
pockets of improvements needed, as 27% still feel isolated and uninvolved within
the communication circle. This may due to the direct supervisor/manager handling
them are having guarded behaviour and release information on a need to know
basis.

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 Figure 3 shows the trust of information which has been circulated to employees,
with an overall percentage of only 12% have trust issues on the information
they received. It is important to highlight that 66% of the respondents have high
confidence in the information they receive and this may point to the positive
transparency of information between staff, management, and interdepartmental
relations.

The documentation, oral presentation, and direct supervisor's explanation have

contributed to the 69% of employee knowing a fair amount and knowing very well
about the organization as shown in Figure 4. Although this may be due to the
longevity of employment in the organization, it doesn't dismiss the fact that
information about the company has been flowing smoothly and reaching its
intended targets.

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 While 81% of the employees expressing sufficient increase/retention of knowledge
about the organization's strategies and accomplishments, 19% is still somewhat less
knowledgeable as shown in Figure 5. This again points to the known issue but has
to be addressed accordingly soonest to get total involvement from everyone in the
organization. This results also in-line with the leadership profiling matrix results.
The implication of this question is to increase the level of awareness of employees
towards the company’s objectives and strategies.

These questions No 6 and 7 are referencing to how employee perceive their

immediate superiors in day-to-day communication and while the results for their
communication effectiveness is fairly balanced between excellent and poor, many find
it is still easy to express their opinion to the manager. This trend indicates there are
two-way communication between managers and subordinates on a positive level
and a need for further training and improvement from management staffs in
communicating effectively and in a timely manner as shown in Figure 6-7.

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 From the data obtained from the seven (7) questions above, the general statistics is
being calculated and shown in Table 2 below. The questionnaire scoring is based on
5 level of ratings, where rating 1 isthe best and 5 is the worst. The statistic shows
that all questions have mean rating of 2.00 and below. This concludes that the level
of communication for change management in this organization is good and rated
positively. The best response was answers to question 4, where the majority of the
employees know and well informed of the organization. This means that the
dissemination of information in a timely manner has been done properly and in an
orderly fashion. However, there are mix responses for question 6 on the manager's
communication skills. This is consistent with the results of leadership profiling
matrix in section 5.1 above, concerning some managers not being sociable and lack
of openness while interacting with their subordinates.

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 Table 2. Communication survey overall statistics

Mean Min Max

Question 1 1.66 1 3

Question 2 1.97 0 4

Question 3 1.31 0 3

Question 4 1.06 0 3

Question 5 1.68 0 4

Question 6 2.00 0 4

Question 7 1.83 0 3

From the data obtained from the seven (7) questions above, the general statistics
is being calculated and shown in Table 2 below. The questionnaire scoring is
based on 5 level of ratings, where rating 1 isthe best and 5 is the worst. The
statistic shows that all questions have mean rating of 2.00 and below. This
concludes that the level of communication for change management in this
organization is good and rated positively. The best response was answers to
question 4, where the majority of the employees know and well informed of the
organization. This means that the dissemination of information in a timely
manner has been done properly and in an orderly fashion. However, there are mix
responses for question 6 on the manager's communication skills. This is
consistent with the results of leadership profiling matrix in section 5.1 above,
concerning some managers not being sociable and lack of openness while
interacting with their subordinates.

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 4.3 Awareness

Through all the activities done for the readiness of change management, employees
below “managerial level” of 72 personnel took the survey on the awareness of change
management activities to be done within the organization for the next year. Managerial level and
above personnel were excluded because they are the change drivers and change agents
respectively. Results are shown in Table 3 below:

From the awareness activities using promotion, presentations, forum, and other
communication methods for the 3 months of change readiness activities, employees within the
organization are rating high level of awareness and responding well to the change effort. Almost
99.99% commented average or better in all 5 questions combined and only three-person rates
below average on question number 5. It can be said that the employees are well informed,
satisfied and feel important being included in the change management effort from the early stage
of implementation.

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 4.4 Maturity assessment (overall change readiness assessment)

Maturity assessment was conducted with the participation of 72% population of the
organization and the results are shown in Table 4. With all the measurement tools, methods,
activities, and surveys being done during the readiness towards change management in the
organization, the ultimate test which reflects the overall outcome comes with the 31 questions of
maturity assessment. It gives a clearer picture of change management implementation. Table 4
shows the results of the assessment based on the areas mentioned in the previous section. It can
be seen that the mean for all areas was scoring a minimum of 7 out of 10. This indicates that the
organization is ready for change and have a high success probability in ensuring change is being
done with minimal risk.

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 The risk chart in Figure 8 shows the level of risk the company will undertake in implementing
the change management program in the organization. It can be seen that only 11 of the 31 points
touches the border between medium and low risk, which can be mitigated and included within
the revised change management program. All other points are well on the low-risk section and is
a good indicator supporting the high probability of change management implementation success
in this organization.

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 5. CONCLUSION

The study on change management readiness efforts and assessment has

demonstrated success in meeting its objective. The four objectives of determining
leadership readiness, communication readiness, awareness, and overall change
management readiness in the organization has been discovered. All 4
determinants are positive in nature as the leadership profile shows more than
60% have the desired leadership traits, organizational communication shows all
feedback are good or better, awareness survey shows more than 99% are aware of
the change management activities and maturity assessment shows minimum
rating of 7/10. This shows that the organization is ready to embark in the change
management journey with high success probability. Even with the limitation of
willingness, cooperation, and time availability, the true and existing condition of
the organization was assessed accurately and benefited the stakeholders involved.

From the finding, it can be clearly understood that it is important to

have leaders in the organization who understands and execute the role in being a
leader instead of just a mere manager who lack mentorship qualities. It can also
be underlined that only with good communication flow, transparency and
timeliness of information dissemination that you will get the involvement,
satisfaction, and commitment for the population at large, in this case, the
employees of the organization.

In future research, it is recommended to benchmark the outcome of an

actual change management program implementation barrier results to the
probability findings of this study, which will continuously improve the matrix of
readiness within change management implemented organization in waiting.

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 ACKNOWLEDGEMENT

First of all, I would like to thank the management of the organization involved in this case
study for their willingness to disclose information and participate in this study. Next,
highest gratitude to University Teknologi MARA (UiTM) and my supervisor for providing
the platform for me to complete this study and contribute back to knowledge and society.

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 8. Report Conclusion

Change management is an essential part of any organization to succeed in today's rapidly

changing world. By following the steps outlined in this report and by studying change
management case studies as the one presented in this report, organizations can ensure that
change is successful and that employees are prepared for the challenges of change.

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