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Assignment no 1



Change is something that forces us out of our comfort zone. Change can be for the better or for the worst, depending on how you view it. Change has an adjustment period which varies on the individual. It is uncomfortable, for changing from one state to the next upsets our control over outcomes. The keyword is being flexible.

Change is needed when the practices of the past no longer work. We don’t go into retreat, but we grow through endurance. Change isn’t fixed by crying, worrying, or mental torture.

Change cannot be avoided in our lives, but it is our ability to seize the opportunities it provides that spells the success of an organisation. However, It is not enough for employees to simply survive change; they need to pull themselves together and flourish in the changing environment thus realising their potential which in turn will contribute to the success of the organisation. This however, requires strong leadership, guided by good strategies, techniques and approaches.

It is a given fact that technology helps the world advance. As humans it's in our nature to investigate, innovate and solve problems. This curiosity means we make things, create things and develop new technologies. You can look back thousands of years for basic examples of technology pushing civilization forward.

Most people don't understand the rapid change technology has on their life which change occurs.


or the speed at

For example, the following are the five 'Great Ages' of human progress and their approximate duration:

Stone Age 3.4 million years

Bronze Age 2,500 years

Iron Age 500 years

Industrial Revolution 80 years

Information Revolution 20 years


NOTE the length of each ‘age’ diminishes as technology improves

Graphene is the new science marvel and a discovery, just recently it became the new wonder material for electronics, computers and beyond. Graphene may lead the next revolution. It is a very special refined form of graphite. It's a one-atom-thick sheet of densely packed carbon atoms arranged in a honeycomb lattice.

It is a sheet of carbon atoms 150,000 times thinner than a human hair. Under a powerful microscope, it looks like chicken wire. But what's so special about it?


It is said to be 200 times stronger than structural steel; it's so strong you could suspend an elephant from a single strand of Graphene, and the strand would not break. It's extremely lightweight. Soon, everything from bicycles and boats to airplanes and cars could be made out of Graphene composites.

But, that's just the beginning of what this new 'smart material' can do. Not only is it the strongest material researchers have ever tested, it's also one of the best conductors man has ever found. IBM has already created a graphene-based processor capable of executing 100 billion cycles per second. Researchers believe that in the future, a graphene credit card could store as much information as today's computers.

In fact, it's such a breakthrough that the first two scientists to successfully produce single-atom- thick crystals of graphene were awarded the 2010 Nobel Prize in Physics.

In just two years, over 200 companies from a wide array of industries have researched the magical potential of graphene:

Scientists in the US and China are already using tiny graphene-based probes to target and identify tumors in live mice. They hope similar graphene-based particles could shuttle cancer drugs to tumors, or even kill tumor cells directly.


Engineers at Northwest University, Seattle, found that specially crafted graphene electrodes could allow a lithium-ion battery, like those found in your smart phone or Toyota Prius, to charge 10 times faster and hold 10 times more power.

And in 2011, chemists at Rice University, Houston, created graphene-based thin films, unlocking the secret to incredibly flexible, super-durable touch screens and solar cells that can wrap around just about anything.

Kiss goodbye to shattered screens

Samsung has already said its flexible displays should enter full-scale production later this year, and it expects to have a dozen more graphene based products on the market within the next five.

IBM, Nokia and Apple are hot on their heels too.

Touch screens, processor chips, casings, and batteries (in everything from PCs and HD TVs to tablets), mobile phones and hybrids could all be made with graphene.

It could change entire industries, economies, and our lives. They are cutting-edge innovations coming in the Molecular Age, innovations that will reshape the future in the months and years ahea:


  • - Imagine HD TVs as thin as wallpaper

  • - Smart phones so skinny and flexible you can roll them up and put them behind your ear.

  • - So durable you can hit them with a hammer

  • - Imagine you could eliminate breats cancer or prostrate tumours with a simple injection or by swallowing a graphene charged pill

  • - Imagine if your house were strong enough to withstand a bush fire,


  • - Your windows processed enough solar energy to heat your home in winter

  • - And cool it in the summer.

  • - Or if your car were 6 times lighter and 20 times stronger.

  • - Fuel-efficiency would shoot through the roof.

  • - People would live longer, healthier lives.

  • - Cars and airplanes would be lighter, faster and safer than ever before.

  • - And electronics of every type would be launched into an era of unprecedented growth and evolution.

All this technological change and innovation will transform the world.

  • - 'Nano batteries' will charge your mobile in seconds, and even power whole cities.

  • - 'Smartphones' will carry the computing power of IBM's Watson Supercomputer.

  • - A new era of computing mobility none of the solid rectangular things we carry now butflexible, wearable devices.

  • - Handheld 'breathalyzers' will diagnose disease in seconds.

  • - Bionic limbs with human fluidity and dexterity, but the strength of Superman.

The Extract is from




Organizations only do two things: change or stay the same. However, it is the organizations that change who own the future.

Change is not easy. The ability to change is one of the biggest differences between organizations. It's the reason some companies can move toward innovationwhile others seem endlessly stuck in the same old patterns.

The following barriers to change are what slow down progress. Reduce these barriers and we will move forward. These are a number of barriers to successful change - both in terms of implementing it and sustaining it:

  • 1. Resistance to Change

People resist change (status quo bias). In fact, many people are willing to accept lower pay to get into an organization that's stable (an organization that seldom changes).

Resistance to change often has political motives. People tend to resist changes that originate with political adversaries.

Another reason that people resist change is that they simply think the change is going to make their life worse (e.g. complicate their job).

People may resist change directly (e.g. use political influence) or indirectly (e.g. passive aggressive behavior).



Unknown Current State

Not enough understanding about the change itself - for example, no clear vision, and direction

Lack of leadership which is needed to inspire and engage people’s energies as well as to keep moving forward.

  • 3. Integration Change is always a moving target. As you implement a system the business processes supports will change. As you change an organizational structure, employee turnover will occur in parallel. Long running changes that have many integration points are extremely failure - prone.

  • 4. Competitive Forces

In many cases external forces drive organizational change. Competition, external threats, technological change, market conditions and economic forces are all common drivers of change. Organizations may expedite change in response to external threats. If a competitor releases a product that's 5 years ahead of your products you may be driven to a extreme pace of change that has a high risk of failure.

  • 5. Complexity

As organizations develop more complex processes, systems and products change becomes more challenging. Complexity of change is a fundamental barrier.

Complex changes require diligent and highly effective project, risk, quality, knowledge and change management.

In many cases, organizations simply lack the requisite maturity to tackle a complex change.


A fundamental principle of change management is to never tackle a change that's too complex for an organization.



of focus


and strong project management of the change

there are

no clear

  • 7. No engagement with key stakeholders or failure to identify the key stakeholders who may be

the employees, customers, the community.

  • 8. There are no actions to address people’s issues and fears, leading to low engagement, poor


  • 9. The line of communication should be open to build credibility around change

10. People practices should be reviewed and re-aligned - to make sure that the change is sustained so people will be able to function in a new way

11. Successes must be recognized. Change is very tiring and is often something that requires extra effort - people need to see that this effort is paying off and their contribution is valued.


Sustainability has been defined: "the ability to sustain" or, put another way, "the capacity to endure."

Industries and businesses are not just about commercial successes. They must transform the businesses to become an essential platform for innovation on strategy, design, manufacturing and brand, offering huge opportunities to compete and to adapt to a rapidly evolving world.

To achieve this transformation, business needs to innovate and to execute meeting market needs swiftly, effectively and on a global scale. They have to meet the needs of the present without compromising the ability of future generations to meet their own needs. Businesses need new ways of doing business. The successful businesses of tomorrow will be those that lead and create value both inside and outside the walls of the company.


This will mean managing for the long-term as well as the short-term, developing strategies that balance competition and cooperation, designing and delivering products and services that meet social and environmental needs, shifting to more resilient business models and seeing transparency and collaboration as sources of competitive advantage.

For these businesses, sustainability means not only eco-efficiency, but also eco- effectiveness. Sustainability is absolutely about marketing and branding when that means identifying market needs based on long-term prosperity and creating tribes of sustainable consumers. Sustainability needs to be about ‘greening'– because businesses and communities depend on healthy, productive ecosystems. Sustainability can also encompass corporate philanthropy when that philanthropy is strategic.

In an effort towards a sustainable transformation, Malaysia embarks on a green economy. Which includes many disciplines---economic development, environmental and natural resources management, food production, energy, and socio-cultural dimensions engaged in a trans- disciplinary mode.

Some of the Projects identified to bring about a better sustainable Malaysia


The proposed KL-Singapore High-Speed Rail Link Hybrid and Electric Vehicles

Mass rapid Transport Light rail Transit Ipoh-Padang Besar double0tracking railway line


Incandescent bulb Led-Lighting Industry development Biogas Second-Generation bio-fuel Energy-Efficiency Program Feed-in-Tariff mechanism to develop renewable energy

BUILT ENVIRONMENT Tun Razak Exchange (International Financial district) River of-Life Project to transform waterfront of Klang River Green Building Index Putrajaya & Cyberjaya to be turned into showcase green Townships




  • 1. A person who is a visionary.

thought about or made.

A game changer changes the way that something is done,

  • 2. It can apply also to companies which alter their business strategy, and conceives an entirely

new business plan.

They form a new business strategy in order to compete directly or indirectly with competitors.

Investopedia explains 'Game Changer'

  • 1. A game changer has new and different ideas that stand out from the crowd. This person has

an idea that completely changes the way a situation develops. Companies employ this tactic to

create ideas or events that change the outcome of a plan.

  • 2. A visionary strategist uses creative innovation to alter their business plans, or conceives an

entirely new plan by exploring new locations and different products.



Steve Jobs has been called a ‘boy genius’, an innovator, known for the passion he has for his product. He is one of the computer industry’s brightest luminaries—and, some might say, its foremost mavericks. He rewrote the rule book on video gaming.

In 15 years Jobs took Apple from its position as a diminished technological player with dwindling computer market share to a global powerhouse and multimedia empire that, which became the most valuable company in the world.

All that’s happened in these past 15 years!!!

PowerMacs and PowerBooks,


MacBook Pros

MacBook Airs,

iPods and iTunes,

iPads, iPhones

Apple TVs,

All these are perennially trotted out by Jobs himself.

Jobs influenced the transformation of many industries:

  • - computing,

  • - telecommunications,

  • - entertainment,

  • - retail and

  • - digital publishing.


Steve Jobs was one of the pioneers of the personal computing revolution and is considered one of the prolific visionaries of all time. On top of building and resurrecting Apple AAPL -0.09% when it was about to go bankrupt, Jobs also co-founded one of the greatest animation studios existing today, known as Pixar. Jobs was ousted from Apple in 1985, but he went on to start another computer company called NeXT Inc. immediately after that. Over a decade later, Apple bought out NeXT Inc. and Steve Jobs was named CEO again in 1997.

Under Jobs’ leadership, Apple became the most valuable publicly traded company in 2011. But

Jobs resigned as the CEO of Apple due to health reasons in August 2011. He passed away nearly two months after that.

The Life and Times of Apple’s Steve Jobs

Don’t dwell on Mistakes. Move on and get on with innovations

Love What You Do

Distinguish Yourself

Acknowledge People That Helped You Succeed


Speech at Stanford University in 2005

Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions

drown out your own inner voice. And most important, have the courage to follow your heart andintuition. They somehow already know what you truly want to become. Everything else is secondary.

I’m convinced that about half of what separates the successful entrepreneurs from the non- successful ones is pure perseverance.

Deciding what not to do is as important as deciding what to do.

We’re here to put a dent in the universe. Otherwise why else even be here?


But innovation comes from people meeting up in the hallways or calling each other at 10:30 at

night with a new idea, or because they realized something that shoots holes in how we’ve been

thinking about a problem.

If you really look closely, most overnight successes took a long time.

Let’s go invent tomorrow instead of worrying about what happened yesterday.

Creativity is just connecting things. When you ask creative people how they did something, they

feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to

them after a while.

Design is not just what it looks like and feels like. Design is how it works.

Here’s to the crazy ones — the misfits, the rebels, the troublemakers, the round pegs in the square holes. The ones who see things differently — they’re not fond of rules. You can quote

them, disagree with them, glorify or vilify them, but the only thing you can’t do is ignore them

because they change things. They push the human race forward, and while some may see them as the crazy ones, we see genius, because the ones who are crazy enough to think that they can change the world, are the ones who do.

Stay hungry. Stay foolish.



Jimmy Choo is a famous fashion designer of Malaysian-Chinese descent renowned for founding the signature “Jimmy Coo Ltd” line of handmade designer women shoes. Choo's intricate

craftsmanship got international recognition for the first time when his designs featured on the

1988 edition of the global lifestyle magazine “Vogue”. The artist’s creations were much

appreciated by Princess Diana which further enhanced his image.

In 1998 Choo along with Vogue fashion magazine editor Tamara Mellon co-established their

designer label titled “Jimmy Choo Ltd”. He has been honored with prestigious civilian awards by

the governments of U.K. and Malaysia in recognition for his impressive achievements. The phenomenal success enjoyed by Choo in his fashion designing career has turned him into one of the richest designers in the world with an estimated net worth of $50 million.

He enjoyed great success with his startup company titled “Jimmy Choo Ltd” which he started in

partnership with Vogue magazine editor Tamara Mellon. Jimmy made £10 million in the year 2001 by offloading 50% of the shares he owned in the company. Since then Choo designs his own line of fashion accessories like handbags and shoes under the “Jimmy Choo Couture Line” label, all of which have raked in millions of dollars from sales revenues. Jimmy’s multimillionaire

status means that he can easily afford to lead a king sized lifestyle.

The designer owns luxury homes in London and in his native city of Penang in Malaysia. The London mansion serves as the permanent residence for Choo and his family. The fashion icon occasionally flies to his native Malaysian home to spend quality time with his extended family members residing there.

He feels passionately for the youth in his native country and is setting up a shoemaking institute

in Malaysia to train and inspire talented Malay fashion designers. The shoe maker has cooperated with the Elton John AIDS Foundation to start Project PEP with the singular aim to help out South African rape victims. Items designed by Choo are auctioned off to generate funds for Project PEP. Choo was born in Malaysia in a lower middle-class family of shoemakers who were of Chinese origin. He followed his family tradition and started to make shoes at the

very young age of 11 years. Jimmy completed his graduation from the “Cordwainers Technical College” in the year 1983.


Products and Intellectual Property J. Choo Ltd. has over 400 design patents to its name. Jimmy

Products and Intellectual Property

J. Choo Ltd. has over 400 design patents to its name. Jimmy Choo is a global "luxury accessory brand", designing and creating: women's shoes, handbags, small leather goods, scarves, sunglasses, belts, eyewear, perfume and men's shoes. The company's products are regularly seen

being worn by people such as the Duchess of Cambridge, Zara Phillips and Michelle Obama. The brand was also known to be a favorite of Princess Diana. The brand has won awards for its products, including the British Fashion Council Awards Designer Brand category in 2008,[ the Accessories Council Brand of the Year 2008, the Footwear News Brand of the Year Award, and the 2009 Nordstrom Partners In Excellence award.



Dreaming big needs guts and perseverance. Tony Fernandes is one such dream catcher who

aspired of making low-cost-long-haul airline, and he did it! Fernandes had quite an eventful career graph before he embarked on to pursue his dream.

Fernandes made it really big being the youngest Managing Director of Warner Music Group (Malaysia). From Managing Director he became regional Vice- President. He left later steering his career in a new direction to pursue his long-time dream, which we better known as Air Asiatoday.

Air Asia” was founded in 1993 by DRB-Hicom-a conglomerate owned by the Malaysian

Government. But it was stooping down due to the burden of debts it had incurred. Fernandes

bought “Air Asia” at a mere price of just 25 pence in September 2001.

Tony Fernandes set off to make “Air Asia” his dream-come-true project. It got reformed to become one of the short-haul low cost air bus. It catered Asia, and Fernandes’s business got wings to soar high. Starting off with just two planes in the hangar in 2002, “Air Asia” became

proud owner of almost 86 aircrafts, ready to fly 30 million people all over the globe.

Tony Fernandes believes being single-minded and keeping it simple are the best strategies when it comes to business. With the short-haul service getting appraisals from all over the

world, he took the brand of “Air Asia” to the next level. Short-haul service got expanded to long- haul journeys. The interesting part was, the new service came under a new name: “Air Asia X”.

He is an entrepreneur every startup founder wishes to look up to. Not because he made “Air

Asia” so big, but because of the way he did it. Tony Fernandes does not believe in sitting in the ivory tower and looking through finance reports just because he is the lead! He likes being amidst his company men, see how they work, whether they are comfortable or not, and learn more and more by sharing experiences with everyone present in his company. To be short and precise, Fernandes always put his employees at the top of his priority list. His vision is that if his employees are doing good and are happy, his customers will be well-served.

Extract from:



Tony created something special at Air Asia with its motto being: ‘Dream the impossible, believe answer.’

Tony created something special at Air Asia with its motto being:

‘Dream the impossible, believe answer.’


unbelievable, and never take






luxurious and

simple mantra


the core



operations, and accessories that are both


In Air Asia we consider ourselves basically a dream factory…We deliberately decided that we

wanted a company where people can pursue their passion and we wanted to make use of all the talent that we have in-house. The culture that we have stems from the fact that we want

openness and we want people to be creative and passionate about what they do. In order to do

that, we’ve got to inspire them.”

Tony Fernandes is above all things a dreamer.

He and his partner Dato Kamarudin acquired struggling Air Asia in December 2001. Despite or perhaps because they had no prior airline experience they transformed AirAsia into one of the fastest-growing and most successful low fare airlines in the world.

One of the secrets of AirAsia’s success has been its unique culture and management style.

Tony works hard to create an environment where each “Allstar” (what AirAsia calls its team members) can learn, grow and achieve his or her own dreams.

Interview on 12 November 2012.

Key Takeaways:

• Dream big. Tony’s childhood dreams included running an airline, owning an English

football club and a owning Formula One racing team. He attributes being able to achieve all three goals to dreaming big and having the courage follow his dream.

Encourage your people to pursue their passions. AirAsia works hard to create an

environment where people can learn, grow and do what turns them on. Being encouraged to

pursue their passions is is one of the reasons Allstars love their jobs at AirAsia.

• Break down hierarchy. Encourage people to speak up and get “every brain in the game” by relaxing formality and breaking down walls (literally AirAsia executives sit with other Allstars in an open floor plan).

Hire the right people. Look for “hunger in their eyes and passion in their hearts.”

• Be clear about your mission. Air Asia’s mission “Now Everyone Can Fly” animates the All stars. They know that Air Asia’s low fares make it possible to bring families together,

improve businesses and enable people to explore and have new adventures.

His dream, when he was growing up, he had a little tack box which he used to carry. On the cover were 3 stickers: A picture of a Quantas plane, a picture of West Ham Football Club, and the third one was a picture of the Williams F1 sports car.

He said, ‘When I was 14-years-old I already knew what I wanted,’ and I have achieved all 3 right now, so I am living my dream: I have an airline. I own a football club, yes, it is not West Ham, I


tried to buy them, and they chased me away. I have an airline, F1 team, and a football club, so I am basically living my dream.

In Air Asia, that is something he has tried to introduce in the management philosophy, where he

wants people to pursue their dreams, pursue their passion. “When I hire people I look for two things: The hunger in their eyes and the passion in their hearts.”

“For one thing, we are a company that is very different than the traditional hierarchal Asian population. Our workspace is an open plan workspace where nobody has rooms. People can

walk up to me any time they want” , Tony said.

“Two” he adds, ‘”everybody has my contact number so people from errand boys to the senior management will just call, SMS, and email me directly, and they get problems solved very

quickly. You do not need to go through layers of bureaucracy”

“Thirdly, it is a good opportunity. We make it very clear that if you join Air Asia you do not have to stay where you are, ten years down the road”

“I am a big proponent of promoting a specific culture within a corporation. The culture that we

have stems from the credo that you mentioned. It stems from the fact that we want openness

and we want people to be creative and passionate about what they do. In order to do that, we’ve

got to inspire them.

For us, the inspirations are very simple. That slogan that we have, the tagline that we have now,

‘Everyone can fly,’ is not just a catchy slogan; it is what we actually do. It is a mission that we set ourselves to do and it is a mission that inspires us inside.”

Tony adds, In Air Asia we consider ourselves basically a dream factory. I am living my dream. My partner, Dato Kamarudin and I are living our dreams, so we want to make sure that everybody gets to live their dream, as well.










He founded a business initiative called Education Models Towns (EMT) which uses for-profit investment capital to build affordable homes in poor and vulnerable neighborhoods. EMT is

also involved in education, sports, environment, jobs and safety. He believed in “giving back”

and looked for sustainable way of helping people.

EMT starts with an initial capital of US$300, 000 and a dream to help low-income families in Cholona, Honduras, become first-time homeowners. That was six years ago. Now 2,000 families have moved into EMT projects in Honduras and valued at US$50 million.


For his work in EMT, Arguello was recently honoured as “Agent of Change” by the inter- American Development bank.

“The world has changed and philanthropy needs to, too. I saw how charities suffer the most whenever there’s a crisis so I looked for a sustainable way of helping others.”

Sunday Star, 3 Nov. 2013




Steve Job’s Speech at Stanford University in 2005

Sunday Star, 3 Nov. 2013

The Life and Times of Apple’s Steve Jobs

Wikipedia entry on air asia