CONSULTING PROPOSAL #2 1
CONSULTING PROPOSAL # 2
Change Agent in Waiting2
Robert R. Edwards
Liberty University
BMAL 504 – Leading Organizational Change
CONSULTING PROPOSAL #2 2
Definition of Project:
Chew Ling Tan, an MBA-trained change agent, is set to lead a transformation as she
returns to her former employer, the Housing & Development Board (HDB). This project aims to
implement three major change initiatives within HDB's Estate Administration & Property
Department (EAPD) to streamline work processes, achieve customer service excellence, and
engage interest groups in policy formulation and program development. The proposal will focus
on diagnosing existing problems, offering recommendations, and providing an implementation
plan for these changes, all contributing to a more efficient and customer-centric HDB.
With evolving consumer needs and rising expectations, HDB is currently under scrutiny
(Heinz, 2022). Tan's leadership comes at a pivotal moment, promising to enhance the
organization's focus on customer service and efficiency. The proposed changes are designed to
address these emerging needs and expectations. Together with the 700-member EAPD staff, they
proactively adapt established procedures to align with this new vision rather than waiting for
change to occur.
Tan's strategy is clear: securing stakeholder support is essential for effectively
implementing the necessary changes. Adapting the EAPD's mission to align with HDB's new
direction could prove challenging without this backing. Tan understands the importance of
revising the EAPD division's mission to meet HDB's new vision, as the successful
implementation of these changes relies heavily on the support of the organization as a whole.
CONSULTING PROPOSAL #2 3
Diagnosis of Current Situation:
Change involves dismantling or restructuring organizational structures, hierarchies,
culture, and strategies to create new and flexible work models that address potential resistance
(Metz, 2021). The Engineering and Architectural Planning Department (EAPD), as a core
department, is significantly affected by the changes required at the Housing and Development
Board (HDB). Tan's action plan outlines the challenges faced by the department, which include
modifying established work procedures to adapt to new technologies, managing public
expectations amid rising demand, and fostering a service-oriented mindset to enhance customer
satisfaction.
Although the department has a strong work ethic and established training and
compensation structures, the need for change is clear. The resource person and strategist teams,
with their unique skills and perspectives, will be crucial in implementing Tan's planned changes.
In this context, a resource person will collaborate with the strategist team to propose strategies
and achieve the objectives outlined (Heinz, 2022).
Moreover, Tan has adopted a transformational leadership style by developing her action
plan and seeking support from her fellow deputy directors. Transformational leadership is
characterized by leaders who act as ideal role models, stimulate and encourage innovative work
behavior, provide inspirational motivation, and support and mentor their followers to achieve
shared vision and goals for the organization (Afsar & Umrani, 2020). She has emphasized the
importance of communication in addressing staff concerns regarding the increased workload. For
instance, she stated, "I want to use the town hall meetings to communicate vital information to
CONSULTING PROPOSAL #2 4
staff, such as the projected proportions of Design, Build and Sell Scheme (DBSS) projects and
internally developed HDB projects in the future” (Heinz, 2022).
Recommendations:
To drive successful change at HDB, appointing Chew Ling Tan as the official change
leader will be a strategic move. Her role will be crucial in coordinating and energizing the three
change initiatives within EAPD. With support from fellow deputy directors and the existing
hierarchical structure, her leadership will ensure effective implementation, instilling a sense of
optimism and confidence in the proposed changes.
Developing a new departmental mission statement that aligns with HDB's vision is
essential. This statement should emphasize our commitment to excellence in customer service
and highlight the department's human capital and core competencies. By educating staff and
communicating the rationale behind these change efforts, we can reduce resistance to change and
facilitate a smoother transition.
Additionally, Tan needs to include diverse voices in policy formulation. Engaging
interest groups, such as residents and grassroots organizations, can achieve this. Such
engagement makes these groups feel valued and respected and fosters a more progressive and
inclusive organizational culture. To maintain effective communication, Tan should continue to
hold bi-weekly meetings with the strategic teams to review their plans for effectiveness and
make necessary adjustments with input from the organizational heads.
Implementation Plan:
These are my suggestions for Chew Ling Tan to take to be successful will consist of the
following:
CONSULTING PROPOSAL #2 5
1. The crucial role of Tan as the change leader for the EAPD cannot be overstated. Her efforts to
secure endorsement from relevant stakeholders and leaders are essential for her official
recognition and for garnering support for the change process.
2. Developing a New Mission Statement: Tan should collaborate with key stakeholders to create
a new mission statement for the department. This inclusive approach, which encourages input
from everyone, will ensure that the statement accurately reflects the collective vision and will be
circulated for feedback and review.
3. Establish Strategy Teams: Teams composed of deputy directors and promising junior officers
will be formed. These teams will propose strategies and establish structures for each change
initiative.
4. The commitment of the strategy teams to meet every week is a testament to their dedication to
the change process. Additionally, bi-weekly meetings with deputy directors from the affected
sections will ensure regular feedback is gathered, keeping everyone informed and engaged.
5. Hold Town Hall Meetings: Tan should conduct quarterly town hall meetings to communicate
the importance of the changes, explain the initiatives, and address any concerns from the staff.
6. Monitoring and Celebration: Progress should be continuously monitored, successes should be
recognized, and achievements should be celebrated to reinforce positive outcomes.
Summary:
Driving change at the Housing Development Board (HDB) is essential to meet the
evolving needs of Singapore's population. The proposed changes, led by Chew Ling Tan and
supported by various stakeholders, align with HDB's mission to provide affordable and quality
CONSULTING PROPOSAL #2 6
housing for all. The implementation plan focuses on streamlining work processes, achieving
customer service excellence, and engaging interest groups in policy formulation. These
initiatives reflect HDB's core values of service, excellence, and inclusivity.
By empowering Tan as the change leader, HDB can effectively navigate these changes
and strengthen its commitment to fulfilling the aspirations of its community. From a biblical
perspective, change leadership is rooted in the concept of "servant leadership," where leaders
prioritize the needs of others and demonstrate humility, compassion, and integrity. This approach
mirrors the example set by Jesus, who served his disciples and guided change through inspiration
and positive influence rather than coercion or power dynamics.
Leaders are called to serve their followers by prioritizing their needs and well-being,
much like Jesus did when he washed his disciples' feet. Joshua 1:9 states, "Have I not
commanded you? Be strong and courageous. Do not be afraid; do not be discouraged, for the
Lord your God will be with you wherever you go" (Joshua 1:9 NIV - Bible Gateway, 2011). This
verse encourages strength and courage, assuring us that God will be with us in all circumstances
of daily life while integrating faith, courage, and reliance on Him into our routines.
CONSULTING PROPOSAL #2 7
Reference:
Afsar, B., & Umrani, W. A. (2020). Transformational Leadership and Innovative Work
Behavior.HEuropean Journal of Innovation Management,H23(3), 402–428.
https://doi.org/10.1108/EJIM-12-2018-0257
Joshua 1:9 NIV - - Bible Gateway. (2011). Www.biblegateway.com.
https://www.biblegateway.com/passage/?search=Joshua%201%3A9&version=NIV
Heinz, A. (2022). Leading organizational change. McGraw-Hill Education
Metz, M. (2021). Overview of Change in Organizations. Resistance to Change.HOvidius
University Annals. Economic Sciences Series,H21(1), 611–620.
https://doi.org/10.61801/ouaess.2021.1.85
