Running head: CONSULTING PROPOSAL # 2
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Consulting Proposal #2
Melissa G. Cooper
Liberty University
BMAL 504 – Leading Organizational Change
Consulting Proposal #2
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Definition of Project
The purpose of this consulting proposal is to examine and evaluate the change initiative
process that the Housing Development Board (HDB) of Singapore, a not-for-profit government
agency, is currently experiencing. Although HDB was initially a small organization serving 6%
of the population, by 2007 the government organization experienced a significant increase which
lead to the agencies service base of 81% of the population. The change process is necessary
because of the major increase in service which in turn increases demand. According to Todd D.
Jick and Maury A. Peiperl, “The profile of customers served was more affluent and more vocal
than before, necessitating the agency to engage its customers more often in its various policies
and programs. Customers also expect to pay less for more.” (2011, p. 431). HDB is in need of a
reinvention that involves the focus of: customer focus, efficiency, and innovativeness.
Diagnosis of Current Situation
The situation within HDB is the need to be reinvented externally and internally. In so doing in
2007 the government agency began to downsize shedding 2,630 staff. Simultaneously the agency
froze recruitment and focused on reorganizing the existing staff and departments. HDB
proceeded to implement three change initiatives to alleviate the pressures of the change. The first
initiative consist of involving private developers to design, build, and sell (DBSS) public housing
units. This resulted in success for the agency and enabled a sense of efficiency. The second
initiative involved public outreach through gaining buy-in support from interest groups and
grassroot organizations. This initiative enabled HDB to experience progression and
innovativeness. The final change initiative was designed to improve customer service. The
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establishment of a service system (MAGIC) which pride itself on making a great impression on
customers was successful for the government agency throughout 2007. The goal of growing an
internal culture that is customer oriented began to develop as a result of the strategic plan Magic.
The change initiatives provided above is the start of a positive change for HDB, yet the most
challenging change stems from the Estate Administration and Property Department (EAPD).
With the new changes in place and the DBSS, the EAPD consists of limited resources and heavy
workloads. For example, due to the public influence of large-scale projects public consultation
was an unfamiliar territory for the once small not-for-profit government agency HDB. The need
to reorganize the EAPD is imminent and centers on the desired customer oriented focus the
agency aspires to attain.
Recommendations
Continuing to positively progress in change HDB must create an action plan that caters to
alleviating the current situation that has been a result of expansion, the need of innovation, and a
culture change. Change initiatives is a series of actions that if are implemented successfully will
forward the transformation process toward the desired endstate. According to Michael A.
Roberto and Lynne C. Levesque, “The seeds of effective change must be planted by embedding
procedural and behavioral changes in an organization long before the initiative is launched.”
(2005, p. 53). Drafting and developing a new mission for HDB that aligns with the new vision
would be the best starting point. Sharing a mission and vision that focuses and emphasizes on the
current issues creates a common ground between involving parties. For instances the mission and
vision for HDB should center on: human capital, core competencies, and excellent customer
service.
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Change Initiatives
Sufficing the need for efficiency, HBD could ease the workload of their staff by streamlining.
Streamlining involves simplifying or eliminating unnecessary steps and adopting innovative
techniques that results in efficiency. This strategic plan will enable EAPD work processes and
systems to successfully become aligned with the new models of outsourcing resulting from
DBSS implemented before hand. Creating a culture of open communication between top
management and departmental staff members generates support between both parties.
In 2005 HDB experienced a great success with the service system strategy MAGIC. This
strategy focus was on the improvement of customer service which sufficed the desire for HDB to
become more customer oriented. A continuation of achieving customer service excellence
through Magic should result in even greater success in the future. Customer service exists
throughout the entire process of a not-for-profit government agency; by conquering common
ground, exercising customer service initiatives at a ground level creates a consensus throughout
the agency.
Innovation and progress is important to not-for-profit government agencies, for HDB
engaging interest groups in policy formulation and programs is the next step toward innovation.
A voice for the people is what would facilitate progression for HDB through its triumph of
change. Inviting stakeholders and grassroot organizations to participate in open forum meetings
create a platform for change.
Implementation Plan
Establishing an action plan is important when approaching change, at HDB one must be
proactive rather than reactive. The first step is generating support and for the task of being a
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“change leader.” Being a former employer and gaining business connections with some of the
Deputy Directors enables credibility measures. According to Bite Arbab Kash, Aaron Spaulding,
Christopher E. Johnson and Larry Gamm (2014):
...we must 'Support a strong leader role'. The change agent needs to be seen to have both your
support and that of more senior management within your organization, preferably from the very
top. This may well include support from senior clinical colleagues who have a direct impact and
involvement with your department. (p. 65).
As mentioned earlier drafting and developing a new mission and vision statement would be a
significant step in an action plan. Sharing this renewed mindset HDB will positively influenced
the recipients of change. The third step of implementation will involve meeting with strategic
teams to discuss the progress of new programs and departments. This step creates a culture of
accountability and should involve Deputy Directors, a facilitation of progress reports and
feedback would be beneficial for top and senior management. Through the successful and on-
going monitoring of progress, HDB will attain the desired outcomes of customer orientation,
efficiency, and innovation.
Summary
To drive change one must be willing to involve lower and middle management to ensure
the change process is communicated throughout. The change initiatives and and action plan
developed to implement successful change for HDB will enable the government agency to
become more customer oriented, become more efficient, and to be more innovative. The vision
for HDB was created with the purpose of generated support from Deputy Directors and to
motivate middle managers to encourage their employees. According to Jay J. Caughron, Michael
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D. Mumford, “Their position ‘in the middle place’ of the organization dictates that they are able
to exert upward and downward influence effectively as they work to implement upper
management's strategy but respond to the needs of the workforce they lead.” (2011, p. 351).
HDB has an exciting future to look forward to.
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References
Caughron, J. J., & Mumford, M. D. (2012). Embedded leadership: How do a leader's superiors
impact
middle-management performance? The Leadership Quarterly, 23(3), 342-353.
doi:10.1016/j.leaqua.2011.08.008
Gamm, L., Johnson, C., Bita, A., & Spaulding, A. (2014). Success factors for strategic change
initiatives: A qualitative study of healthcare administrators' perspectives. Ournal of
Healthcare Management / American College of Healthcare Executives, 59(1).
Roberto, M. A., & Levesque, L. C. (2005). The art of making change initiatives stick. MIT Sloan
Management Review, 46(4), 53. Retrieved from http://ezproxy.liberty.edu:2048/login?
url=http://search.proquest.com/docview/224963698?accountid=12085
Stonehouse, D. (2013). The change agent: the manager's role in change. British Journal Of
Healthcare Management, 19(9), 443-445 3p.
Jick, T., & Peiperl, M. (2011). Managing change: Cases and concepts. New York: McGraw-Hill.
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