The Role of Relational Capital for Entrepreneurial Firms
December 20, 2020Construction Management
December 20, 2020
Change Management Framework
Introduction
Change is inevitable in a thriving business environment. Organisations seeking a competitive edge and sustainable success will look for ways to implement change in the most effective ways through technological and other related strategic organisational growth. The need for change and its particular awareness is sparked through the realisation by corporate entities seeking a profitable future transitional impact. The change must be implemented successfully in accordance with the defined goals and objectives for the desired output to influence organisational growth. In retrospect of the typical resistance to change in organisational culture and the growing concern for effectively managing change, an organised framework must be employed in order to implement the required change aptly to reap the benefits sought. This report, hence, aims at highlighting the essential traits of the change management framework and its impact on the implementation of change to ensure a successful transition toward business growth and the desired outcome (Paton and McCalman, 2000).
The report also aims to highlight a recommendation for Caledonian LLC, a mid-sized Construction organisation currently experiencing difficulties in managing change in their project environment, in installing a productive framework for managing change relative to their construction as part of its business model projects. The report would shed light on the particular causes of change resistance at various organisational echelons, emphasising the impact of culture, leadership and power on the successful implementation of change. As Salminen (2000) emphasises, managing and effectively implementing change has become the core driving element for smooth and profitable business operations in today's fast-paced, dynamic business environment; it is, therefore, important for business enterprises to realise the value of adopting a highly effective change management process.
The case of Caledonian LLC
At this point, it is also important to understand why Caledonian LLC company experiencing such changes. This can be reviewed from the perspective of the difficult dynamics involved in the construction projects, which often necessitates the need to revise the project derivatives. This includes variations between the actual design and the actual constructions, conditional changes, changes in materials requirements, price variations, BOQ variations etc. This variation can be managed through change management, which is the focus of this research. In some cases can be avoided through effective utilisation of construction practices and adopting optimised forms of procurement and construction strategies.
Change Management can be perceived as an organised, systematic procedural flow needed for the successful transition of processes, human resources and other business entities from the current phase to a planned future phase. The transition typically follows a high-level business strategy aimed at achieving a core objective or a tactical goal. The entire focus of the framework is to inspire, motivate and empower teams and individuals to accept and adopt the desired change with the realisation of the growth potential it embodies. Often this will involve management styles to be adapted and leadership approaches to be defined to tackle resistance, motivate employees, promote a productive workplace culture and influence perspectives about the change.
According to the Change Management Leadership Guide (2011) published by the Ryerson University, the change management process can be perceived as a systematic process that drives organisational change that stems from various internal and external business environmental factors. It is also considered to be a transition facilitating procedural flow that allows employees to adopt and embrace new forms of technology, processes, core values, strategies and reporting hierarchies that are relative to the new and improved business environment. This is specifically reflected in terms of adapting to the proper contract and procurement strategies and how well this risk associated with the project variations are managed in construction projects. Lisa M. Kudray and Brian H. Kleiner (2015), in their literature "Global Trends in Managing Change”, state that Change Management is a highly structured continuous approach whereby enterprises can effectively and efficiently align the corporate with their business operations or with their marketplace thus achieving a competitive edge.
However, the question arises: What are the diverse factors or elements that spark change in project environments or organisations? Bendor-Samuel (2004) emphasise the nature of business operations and the particular dynamics of the business environment stating the necessity of implementing change and further highlighting the specific goals of change management. The primary aim of change management is to drive growth, expand knowledge, accentuate realisation, build productivity, inspire personalities to accept the change, avoid disputes and develop employees by highlighting to them their ownership dynamics, focusing on how they contribute to business success through adopting the change. Change can broadly be classified into two categories: incremental change, which encompasses continuous improvements and fixes relative to business evolution, and radical changes that reflect a substantial and fundamental change to the overall business environment to transition to a higher level (Lanning, 2001, 10). A radical change would influence corporate culture and strategy, while an incremental change would tend to refine existing business operations.
Types of Changes and Models
Organisations must undergo both types of change and should therefore be equipped with the essential tools, knowledge and strategy to manage the change accordingly. Pritchett and Pound (1996, pp. 23–7), however, classify change into three lucid:
- Transformational Change:
- Development Oriented Change
- Transition-related Change
Evaluating the dynamics of an organisation's internal and external business environment, various other factors like social relations, government and other political entities, conflicting perceptions, customers and other stakeholders, economic entities and the surrounding environment variables tend to contribute to organisational change in a construction project.
For an organisation such as Caledonian LLC, it is important to understand what factors contribute to change and how they will affect the organisation post-change implementation. For this purpose, it is important to adopt a framework for successfully managing change with the intent to steer and measure the change in terms of quantitative and qualitative metrics in accordance with defined targets to ensure success in project environments. (Nyman and Silen, 1995, 47)
Figure 1: Change Management Levels (G-static, 2015)
Researchers and practitioners design various theories and models for the most effective procedural flow for managing organisational Change. The typical change management framework would vary according to an organisation's strategy and business environment, but the foundational elements remain consistent. A productive framework would therefore have the potential to identify change requirements, evaluate the change relative to business operations, promote a collaborative culture, define roles and responsibilities for change execution, monitor and evaluate change implementation while influencing work behaviour and managing resistance and lastly, promote an environment to pass on best practices.
Pendlebury, Gouard and Meston (1998) define ten essential aspects to influencing behaviour and promoting a cooperative workplace environment to manage the change that effectively results in change success. These aspects have been linked with the case of Caledonian LLC as below;
- Clarifying the vision; optimisation of project planning (e.g. during tendering), accurate estimation of activities etc.
- Setting priorities or mobilising; identifying what strategies are best and mitigating the risk of change
- Driving smooth execution; expertise of team’s human resources during project’s activities
- Monitoring change implementation or delivering; developing quality leadership
- Influencing attitudes to promote participation; training, and development of resources
- Managing resistance and motivating workforce; leadership and teamwork coordination
- Managing the impact of the power; effective leadership utilisation
- Communicating effectively; collaborating with different project teams to ensure information is transferred effectively and at the right time for all construction projects undertaken by the company
Causal Analysis
As previously discussed, to successfully manage projects, it is essential for business organisations to understand ‘what drives organisational change’ and ‘what are the reasons for resistance to such change in project environments. The defined/engineered change management framework can eventually manage these factors. Typical factors that generate the need for organisations to change include internal aspects such as transitioning to new technology due to an obsolete system or service (such as the use of BIM can significantly reduce the impact of change and optimise various construction-related projects), upgradation of a new service or product (such as cost estimation tools), refining business processes to increase productivity and customer satisfaction (procurement system analyses in light of client requirements), managing a growing diverse workforce and new market prospects or opportunities. External factors include competitors, customer base, political and economic entities, regulations and societal parameters. (Lanning, 2001)
The primary task in managing change is for management to evaluate the impact of the factors relative to the change desired and then monitor and direct the implementation of the change in retrospect of the evaluation. Typically the most important causes of resistance to change in organisations include lack of a clear vision, poor communication lines and ill-defined roles and responsibilities. In construction project environments, typically changing attitudes, work behaviour and perceptions of a diverse workforce generally result in resistance to change, which must be managed effectively to successfully implement the required transformation or transition (Paton and McCalman, 2000).
As a team working towards organisational objectives, it is important that there is a general acceptance of the change and an awareness regarding the impact of the change in terms of how we are working, how we need to improve and what needs to be done. The purpose of change management is to ensure that the workforce perceives the change as a growth opportunity for themselves and the organisation at large. Therefore, systems need to be designed to complement the change and promote the team's contribution toward attaining change objectives.
Leadership roles should focus on clearly communicating the change objectives to the teams and clarifying the need to move forward in order to embrace growth. The project managers need to assess causes of internal resistance like inherent cultural beliefs, conflicting views, lack of trust and job security, including general apprehensions and fears relative to the Change. Typical factors that pose a threat to the successful implementation of change in project environments include the influence of power or authority in terms of roles and designations, lack of management support, and unclear perspective on job roles and organisational culture. All these elements can significantly influence how the change will be implemented and how the workforce will perceive it. Ineffective processes, obsolete ways of working and a resource base lacking the necessary skills, knowledge and behavioural traits would spark change in any organisation, and the tools for implementing the change must be adopted to achieve business growth. However, as highlighted above, certain factors hamper the seamless adoption of change, and these must be addressed for successful change management (Salminen, 2000).
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Impact of Power, Leadership and Culture on Change
Managing change entails aptly tackling the impact of environmental variables such as power, leadership roles and organisational culture. The power exercised through authority positions in an organisational hierarchy often tends to oppose change or subdue the efforts of the people seeking growth through a change process. There needs to be an appropriate and rational application of power that encourages change and allows employee participation. This is usually observed in large-scale construction projects' environments where change is often masked through decisions made by authority figures. Employee empowerment should lead to a participatory contribution to effectively managing change. Employee empowerment enables informed decisions that encourage change and facilitate commitment towards the vision and change objective.
Leadership styles and Management's reaction toward employees' suggestions and opinions regarding the change are also significant. Adopting and accepting change by all relevant personnel in an organisation requires influencing perceptions and motivating employees to contribute to the change. Managers often face hurdles in managing resistance to implementing change due to a lack of an influential leadership role (Yin, 2003). An effective leader and management system would inspire the workforce to develop and grow through change implementation by adapting work behaviour and managerial style to enhance productivity and obtain a commitment from the diverse workforce to achieve the desired vision and implement the planned strategy. This reflects the management's prowess and competence in leading and driving successful change implementation.
Organisation Culture as per research conducted, has the most significant influence and impact on organisational change. The culture includes aspects related to workforce dynamics, work relations, personalities, perceptions, attitudes and technical skill sets. These factors influence and roles and responsibilities define the overall workplace culture. The culture will reflect how a change in an organisation is embraced and what impacts will originate post the change implementation. There is often resistance to change in a diversified culture because of differing perspectives and varying skills and responsibilities that tend to promote conflicting views. Productive workplace culture will tend to encourage the development of employees, inspiring them to harbour flexible and more informed opinions about business growth and relevant change. The culture would give the workforce opportunities to grow as professionals, enabling them to dedicate their potential to meeting change objectives aligned with business strategies. The management and organisational leadership should aim at managing change by encouraging and promoting a diverse culture that allows constructive growth.
Analysis/ Critical Review
The literary review allows for an expansion of the already highlighted aspects of change management through the definition of a vision leading to the successful implementation of the change to a point where best practices can be passed on to similar change situations. Lessons can be learnt from the implemented change process to refine the framework further to enhance the change management effectiveness. The literature provides a thorough understanding of the causes and reasons for undertaking change initiatives in an organisation that harbours various internal and external business environment factors (Yin, 2003).
However, it should address the common causes to change in dynamic project environments such as the IT and large construction project environments where customer-based changes to the project are frequent, directly impacting the scope, finances and schedule of these projects. Factors like customer acceptance criteria, lack of a defined change control procedure, role of the change control board or steering committee and external variables like regulations and government policies pertaining to construction project environments need to be highlighted. There are often unforeseen changes that can occur in a project-based business environment, and the change management framework should cater to managing such unforeseen changes. This would require including procedural flows in the business operations that would recognise the change at an early stage and evaluate the impact against defined benchmarks moving on to facilitate the smooth execution of the change implementation. While managing change, organisations need to measure and assess the change throughout the process to ensure success in accordance with defined objectives (Salminen, 2000).
Recommendations to Caledonian LLC
In retrospect of the discussion above, it is evident that an effective change management framework is essential in order to manage change successfully within an organisation. The Caledonian LLC organisation has been experiencing primarily a lack of defined processes to manage customer changes for the construction projects. The most important task for them is to highlight the strategy to manage scope changes or other relevant changes to the project by establishing a clear vision, identifying how the change will impact the overall project's defined criteria and defining clear responsibilities during change evaluation. The change then needs to be monitored throughout its implementation to successful closure. To implement this, the organisation needs to formally establish a change control procedure or framework while keeping the following points or aspects during formulation:
- Dedicated and committed management or leadership development, such as employing a multi-cultural project group and employee empowerment.
- Allowing sufficient resources for change implementation
- Motivating and influencing people to change perception, trouble-shooting and risk mitigations. This may involve adopting systems such as ‘Kilmann’s conflict management styles.’
- Enabling a diverse and open culture.
The following aspects need to be considered by the organisation to successfully manage change.
- Use the latest computer-aided systems for enhanced productivity, effective combination, data transitions, cost estimations, risk measurements and mitigations. The use of BIM, for instance, can significantly reduce the disputes between teams such as the construction and design teams, enhance cost estimations, enable auto update of real-time data during the construction, help in generating accurate BOQs etc.
- Keeping the customers involved throughout the process and gaining formal acceptance at each project phase. Reflecting any risk of changes in the approved method of construction or procurement strategies; to reduce the impact of changes and balancing the risk associated with the change
- Signing on the scope and acceptance criteria with the customer for the scope and change implementation.
- Measuring change performance and implementing best practices in similar change scenarios.
These success factors will enable the organisation to better manage its change needs through an effective procedural flow that will ensure they achieve a competitive edge for business growth.
Chapter I- Introduction
As of recent global development trends, there has been a keen interest in pursuing infrastructure projects in Kuwait, with the pattern veering towards investing in the Build, Operate and Transfer (BOT) projects. This global interest has further seen an upward momentum following the recently amended BOT legislation by the Kuwait Government (Sohail Barkatali, 2014). The evolution of the financing of projects in Kuwait was a major milestone that was achieved after the closure of the Az-Zour North IWPP phase I project in early January, and the interest of global investors has sparked to new heights. The Kuwait government has revised the entire legal framework for BOT procurement of infrastructure projects in Kuwait in retrospect of the value this contracting is bringing to the projects and the economy at large. Following the amended BOT law, an increased number of contractors and bidders are now looking to maximise returns on upcoming opportunities and development initiatives as Kuwait has already undertaken some public-private partnership projects.
The history of the building, operating and transferring BOT projects dates back to 2002 when Kuwait first started using the BOT model to construct its Sulaibiya wastewater and reclamation project with a cost estimate of US$377 million. The ministry of public works signed a 27-year concession for the investors and sponsors of the project to put together a 25-year debt that was regionally funded (Fahad Al-Azemi et al ., 2014). Hence, there was a keen interest in pursuing built environment projects focused on employing the EPC procurement method. But, this trend witnessed a change with the successful closure of the Az-Zour North IWPP phase I project, which propelled investors to pursue the BOT procurement method.
Sohail Barkatali (2014), in his article ‘The BOT Market Reopens’, states that “The Az-Zour North IWPP phase I project was procured under a framework defined by two pieces of legislation. The BOT law was passed in 2008, and the IWPP law was enacted in 2010 and amended in 2012. For IWPP (independent water and power producer) projects, the IWPP law prevails over the BOT law. However, the BOT law applies when the IWPP law is silent on any matter. Therefore, Kuwaiti projects procured as public-private partnerships are undertaken within the framework established by the BOT law and, for certain projects, supplemented by additional legislation”. This supports the evidence for the growing feasibility of the Kuwait BOT market for undertaking infrastructure projects.
Problem statement / Rationale
With the ease and convenience of the BOT law, government consideration for further amendments in the law and the feasibility of the Kuwait market, it can be ascertained that the BOT procurement trends project a profitable upward curve (Fahad Al-Azemi, 2014). However, there are other risk categories to be considered when undertaking build-operate-transfer (BOT) infrastructure projects in Kuwait relevant to the construction industry and its environmental variables. It is important that these economic, social, political and technology-related risks be evaluated through a sophisticated evaluation framework to assess further the feasibility of the BOT procurement in Kuwait projects and how it provides value for money.
The Kuwait BOT projects and case studies relevant to pursuing infrastructure projects are appropriate to provide evidence for the research claim and hypotheses. Kuwait BOT projects will further need to be evaluated to analyse the feasibility of this form of procurement and its profitability scope and study potential risks that will directly impact such endeavours. The motivation for this research topic comes from the fact that BOT procurement has been a successful trend for construction projects across the globe, especially in the Middle East and Kuwait presents a market reflecting an economic boom. The research through literature review and other research methods would tend to investigate the hypothesis that BOT procurement does provide for money in Kuwait projects.
Research Aim and Objectives
The aim of this study is to evaluate the feasibility of the BOT procurement trend in Kuwait infrastructure projects and provide evidence that the BOT projects in Kuwait do provide value for money. The aim also veers toward highlighting and evaluating the impact of specific risks involved in BOT projects, emphasising the Kuwait Construction Industry.
The primary objectives of the proposed study include:
- Evaluate different forms of project finance structures (such as BBFO, DBOT, BOT etc.) along with the most influential procurement systems (such as tradition, management etc.) utilised in the construction industry. Develop an understanding of these systems in terms of pros and cons, especially with reference to the delivery of large-scale and public sector projects
- To review relevant literature related to the BOT initiatives in Kuwait focusing on the feasibility of such projects, develop an understanding of why this is so, and provide any statistical evidence through case studies to support the hypothesis.
- To review the BOT legislation and the Kuwait government's legal framework and evaluate the law's convenience and validity in pursuing BOT projects successfully.
- To evaluate through research techniques the profitability scope of BOT projects and how they can provide value for money to the investors.
- To evaluate the risks and limitations associated with BOT infrastructure projects in Kuwait and their particular impact on the project feasibility.
- To recommend strategic plans, risk management techniques and feasibility analysis of Kuwait BOT construction projects to prospective investors
Research Question
The Following research question provides a summary of the above aim and objectives:
Does the BOT procurement system deliver value for money projects in Kuwait?
The answer to the above research question will be explained through recommendations in the form of strategies found relevant and important in this research data analysis.
Chapter II- Literature Review
This section aims at highlighting the analyses of key literature reviewed to obtain a deeper understanding of the trends relative to different finance systems along with the build-operate-transfer BOT projects in Kuwait, and the underlying risks relevant to the execution of such endeavours having a direct impact on the project feasibility. The study will thoroughly analyse procurement and finance systems utilised in the construction industry across the globe before focusing on Kuwait BOT projects being undertaken and their implications.
The private sector will significantly gain informative insight from the research as Kuwait has not yet experienced an influx of private finance for infrastructure projects. Still, with the advent of the BOT procurement method and the Kuwaiti legislation, the market will soon benefit from private investment for large development projects. The private sector will benefit as they have limited knowledge of the business environment in Kuwait relative to BOT projects. In contrast, the public sector will gain an insight into the partnership framework and the feasibility aspects of investing in BOT projects. The evaluation and study of risks inherent in such projects will also be beneficial as effective risk management will increase the overall impact of the project, thus providing value for money.
Fahad Al-Azemi (2014), in his article, states, "According to Gunn (2005), the importance of risk management to the success of BOT projects cannot be overestimated. There are many different types of risk and uncertainty involved in every construction project, however small. These may be: technical, economic, legal, etc., but they all ultimately involve an organisation in financial risk. The risks pertaining to BOT projects are more complicated than the traditional methods, where the design is separate from the construction, and the client is responsible for the project. This is not only due to the long duration, high investment and complicated methods of procurement, but also because all of these risks are combined, with the companies involved in the project assuming responsibility for a whole range of risks within the life-cycle of the project and the private sector taking responsibility for financial, design, construction and operating risks."
Hence, learning about the inherent risks is important to better mitigate them in successfully delivering BOT projects and enhancing their financial impact.
Chapter III-Methodology
The research method to be adopted in this research includes secondary data as well as primary data. Secondary data will be collected through literature review and analysis of case studies, and quantitative as well as qualitative information related to the hypothesis of this research will be collected. The literature review will include journal articles, industry reports, business reviews and academic publications.
The secondary data will be collected through drafting surveys, questionnaires and interviews (primarily through sending drafted questionnaires via e-mail), which will be conducted to obtain the views of the current practitioners and stakeholders of the construction industry of Kuwait. This will be completed to collect supplementary information to further support the stance of recent developments, as well as to develop a deep understanding of the issues, visions, scope and views of the practitioners on the other finance as well as procurement strategies currently being utilised, and to gain an understanding of if they believe BOT is the future of Kuwait’s industrial future. The results of this research will analyse in-light of the secondary research completed (literature reviewed) and will then be used as a case study relevant to Kuwait infrastructure projects. For the BOT procurement analyses and the following information will be particularly solicited.
- The demographics sample for each project such as industry, functional area and particular location in Kuwait.
- The method of procurement and contracting dynamics for infrastructure projects.
- Estimated cost and financial returns of the project at completion to highlight the financial impact of the project and its implications on the Kuwaiti economy.
- The particular impact of the BOT legislation on the development endeavours and it's a comparison with other forms of procurement.
- The effects and impact of business environment factors, including other political, social and technological aspects, on the feasibility of BOT projects.
- The specific risks relevant to each case and their impact on project feasibility.
- The investor's and other project stakeholders’ opinions about the feasibility of BOT projects in Kuwait and the value for money they reflect.
(More points will be added after undertaking a comprehensive review of literature in this area of research)
Chapter IV- Research Findings and Discussion
This section highlights the detailed quantitative and qualitative results assimilated as a direct consequence of the primary research methodology and data evaluation techniques. Supported through analysis tools, the chapter will discuss the findings along with the comparative analysis relative to the reviewed literature.
Chapter V- Conclusions
This section highlights the recommendations and the deciphered conclusion based on the research query in retrospect of the analytical data collected and obtained through primary research practices. The chapter would further shed light on the future implications of the topic in question, emphasising the feasibility and prospective limitations from a future perspective.
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