CONSULTING PROPOSAL #2 2
Definition of Project
The purpose of this proposal is to aid Tan in the change management process and to gain
insight into the characteristics of government agencies such as the Housing Development Board
of Singapore (HDB). The HDB was established in 1960. The HDB made considerable changes
between 2003 and 2007. However, during this period of transformation, the HDB underwent
some major changes, including CEO’s, employee layoffs, and the introduction of new programs
and initiatives. However, the HDB still had many flaws due to consumer expectations and
insufficient internal controls. Tan, who was an associate at the Singapore Housing Development
Board as the deputy director of the Estate Administration and Property Department (EAPD) was
sponsored by the HDB to attend Columbus Business School. During this time, Tan learned
everything she could, ensuring that when she returned to HDB, she would have the skills and
knowledge needed to act as a change agent and help HDB accomplish its goals and objectives.
According to Vihari and Yadav, (2021), a change agent can be an internal member or external
consultant who is tasked with initiating and managing changes in an organization. @
Diagnosis of Current Situation
The current state of the HDB in the public view has continued to decrease due to scrutiny
of how it has been run. The HDB went through a series of CEO changes in a four-year span
which created a sense of instability for staff. Although the HDB has been making strides in
establishing programs to create affordable housing, the public still views the organization as
being overstaffed and underworked. HDB faced issues as society became more open and diverse.
Affluent and outspoken clients required HDB to engage them more than usual in establishing and
developing new policies and programs. As social climates dictated, HDB customers wanted more
housing at a lower cost; public housing with a posh private touch (Hienz, 2022). The issues
CONSULTING PROPOSAL #2 3
posed by HDB customers were difficult to manage due to unpredictable circumstances in the
construction industry.
Recommendations
The following are recommendations to address the challenges faced by Tan and the HDB.
The first recommendation is to create an effective training program. Fahey (2021) suggested
strategic and well-trained teams will increase the chances of successfully implementing any new
change initiatives while also enhancing the existing system and process. Chung et al., (2014)
noted that through training employees are more likely to adjust and follow the new
organizational values. However, employees who are not properly trained will resent and fight
against any new initiatives that will create an unhealthy workplace environment. According to
Heinz (2022) “Organizations change by changing one person at a time” (p. 324). Tan and HDB
will need to incorporate Prosci’s ADKAR model concentrating on individual Awareness, Desire,
Knowledge, Ability, and Reinforcement.
The second recommendation is to create a new mission to align with the vision of HDB
and increase customer satisfaction. Analyzing previous successes, Tan should focus on the
strengths that produced effective customer satisfaction. Nwachukwu and Žufan, (2017) noted
that “customer satisfaction is one of the most important aspects of a business” (p. 1032), because
a satisfied customer will share their experiences with other potential customers. Understanding
the goal of customer satisfaction, Tan will need to include those components in the new mission.
Implementation Plan
A successful change will require Tan to implement a plan of action that covers all the
recommendations listed above. This plan should be addressed in two phases. The first phase will
CONSULTING PROPOSAL #2 4
include the creation of the new mission followed by the second phase which includes hiring and
training the required staff.
Tan’s plan of creating a new mission should take about two months to complete. This
first part of the phase is the development of the appropriate team and a schedule in which to
follow during the mission’s creation and implementation. The team will consist of directors who
will meet to review previous outcomes of customer satisfaction to determine if any measures that
were taken before the change should be included or excluded from the new mission. This process
should last approximately two weeks, which will include up to three meetings with the team.
After the previous data has been analyzed the team will then make recommendations to Tan on
what is required to be included in the new mission based on their findings.
At this time, Tan will review the data and recommendations by the directors and then
schedule meetings with representatives from each department covering a three-week span. At the
conclusion of the department meetings, Tan will have all of the information and components
needed to finalize the mission. Once completed, a roll out plan will be implemented. The rollout
plan will last approximately four weeks. During this process, all marketing and media outlets,
including company print will be updated and distributed as necessary.
The final part of implementing the recommendations is to create an effective training
plan for all employees. After the creation and implementation of the new mission, a new and
effective training plan will be developed to train all employees on the new mission and how the
focus will shift to customer service and satisfaction. The first phase is to solicit input from
developers and IT representatives on creating a Learning Management System for training
(LMS). This phase of the implementation plan will take about three months to vet software
companies that could build or install the appropriate system. At the completion of this phase
CONSULTING PROPOSAL #2 5
HDB will have the necessary training LMS to roll out to current employees during a town hall
meeting. New employees will be required to complete the LMS training during the first 30 days
of employment. All current employees will be required to complete the training within 60 days
after the rollout. The LMS training will be an annual training requirement for all HDB
employees.
Summary
Through Tan's vast knowledge and experience in HDB and her role as deputy director of
the Estate Administration and Property department (EAPD) she has earned the right and trust of
the leadership to lead HDB as the change agent overseeing the change and organizational
growth. As a government agency HDB of Singapore is tasked with increasing opportunities for
their constituents including affordable housing and must be addressed in accordance with the
rules and regulations that govern the organization. Tan seeks to implement a new mission and
vision, unfortunately, there will be challenges that arise during the process. However, by
following the recommendations of creating an effective training program and a new mission that
aligns with the vision of HDB and increased customer satisfaction, outlined in this proposal, the
change should be successful.
CONSULTING PROPOSAL #2 6
References
Chung, G. H., Du, J., & Choi, J. N. (2014). How do employees adapt to organizational change
driven by cross-border M&As? A case in China. Journal of World Business : JWB, 49(1),
78-86. https://doi.org/10.1016/j.jwb.2013.01.001
Fahey, L. (2021). The pathway to marketplace insight: Structuring the analysis context. Strategy
& Leadership, 49(3), 18-25. https://doi.org/10.1108/SL-04-2021-0043
Heinz, A. (2022). Liberty University: Leading organizational change. New York: McGraw Hill
Nwachukwu, C., & Žufan, P. (2017). Influence of customer focused mission statement on
customer satisfaction. Acta Universitatis Agriculture Et Silviculture Mendelianae
Brunensis, 65(3), 1031-1038. https://doi.org/10.11118/actaun201765031031
Vihari, N. S., & Yadav, M. (2021). Effect of change agent leadership style on successful ERP
implementation and firm performance: Empirical evidence. International Journal of
Information System Modeling and Design, 12(4), 42-57.
https://doi.org/10.4018/IJISMD.288555
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