GSGM7324 Organizational Development and Change Management Final Assessment 2026

Abdul Wahid and senior leadership articulated a clear vision—TM as Malaysia’s broadband champion—and held town hall sessions to cascade the new direction. This aligned staff understanding and built commitment.

b. Structural restructuring

The de‑merger separated mobile operations, enabling TM to reorganize into business units (e.g. Unifi broadband, TM One enterprise services), enabling faster decision‑making and customer focus.

c. Culture & systems redesign

New strategy emphasized service excellence, customer orientation, and innovation. Employee surveys and internal studies noted flexible job design and work flexibility initiatives, especially in consumer sales teams, to boost motivation and adaptability.

d. Change management and resistance mitigation

TM deployed open communication forums, clear disclosures of changes, retraining, voluntary separation schemes, and incremental pilots to reduce fear and staff uncertainty.

Challenges & Resistance

Despite top‑down vision, TM faced resistance:

• Fear of job loss due to de‑merger and restructuring.
• Loss of identity for legacy employees in fixed/mobile overlap.
• Technology adoption anxiety, with staff wary of new systems and processes.

To mitigate, TM used employee forums, explanations on strategic rationale, and offered support programs (VSS for older staff, training for redeployment).

Outcomes & Impact

• The de‑merger succeeded: TM International (Axiata) listed separately by April 2008, enabling TM to focus on broadband expansion.
• Productivity in international divisions and overall effectiveness improved as the structural alignment sharpened purpose and efficiency.
• Work flexibility was linked to higher staff satisfaction and performance in sales teams.

Finally, TM transitioned into its High-Speed Broadband (HSBB) role and subsequently consolidated its key brands—Unifi, TM One, and TM Global—under the unified TM Tech umbrella, further streamlining operations and enhancing the overall customer experience.

Question 1 (40 Marks)

What were the key success factors in TM’s change strategy that enabled the de-merger and repositioning to succeed?

Question 2 (30 Marks)

Identify and analyze the main sources of resistance that TM faced during its transformation. How were they addressed?

Question 3 (30 Marks)

From an Organizational Development perspective, evaluate whether TM’s approach balanced both systems/design and human aspects of change sufficiently. What could have been improved?