The document outlines strategies and tactics for managing strategic change across various stakeholders. It discusses managing perceptions of change from management, business units, internal teams, customers, vendors, and audit firms. The goals are to adapt to change, increase engagement, actualize values, create satisfaction and transparency for stakeholders, and redirect mindsets to promote positive thinking and continuous improvement. Tactics include developing professional skills, increasing information sharing, introducing incentive programs, and aligning vendor/auditor performance with business sustainability. The overall aim is to successfully implement changes by gaining support and buy-in from all impacted groups.

1. ImpactImpact
Perceptions onPerceptions on
CHANGECHANGEΧΗΑΝΓΕΧΗΑΝΓΕΧΗΑΝΓΕΧΗΑΝΓΕ
Only constant is
Change
Facts
Gossips
Rumors
Communications
Guess
Transforming to adapt the ChangeTransforming to adapt the Change

2. Change theChange the
angle point ofangle point of
viewview
Sense ofSense of
belongings andbelongings and
engagementengagement
Self-Self-
actualizationactualization
ValuesValues

3. CHANGE
LF
Management
LF
Management
LF
BU / Stream /
Division
LF
BU / Stream /
DivisionLF
VCS
LF
VCS
Audit FirmsAudit Firms VendorsVendors
CustomersCustomers
Strategic ChangeStrategic Change
ManagementManagement

4. LF ManagementLF Management
Strategic Change ManagementStrategic Change Management
Strategies:
S1. Build up team image
to change the current
perceptions from
Management
S2. Create the necessity
& independence of the
team in functions
S3. Address the
beneficiary of the team
in Management KPI game
plan
Strategies:
S1. Build up team image
to change the current
perceptions from
Management
S2. Create the necessity
& independence of the
team in functions
S3. Address the
beneficiary of the team
in Management KPI game
plan
Tactics:
T1. Build up professions
- Technical information updates (Newsletter)
- Knowledge database management (best practices, training &
workshop)
T2a. Worldwide surveillance on compliance
- Company image is totally engage with compliance
performance. Speech / Message to address on this changing
trend
T2b. Gate-keeping function
- Set up procedures and policy to change / simplify the process
(to be more supportive and effective but cannot be skipped)
T3. Cutting vendor tail helps
- Streamline vendors for better performance which decrease in
complaint, failure, NGO surveillance. Dashboard will tell.
Tactics:
T1. Build up professions
- Technical information updates (Newsletter)
- Knowledge database management (best practices, training &
workshop)
T2a. Worldwide surveillance on compliance
- Company image is totally engage with compliance
performance. Speech / Message to address on this changing
trend
T2b. Gate-keeping function
- Set up procedures and policy to change / simplify the process
(to be more supportive and effective but cannot be skipped)
T3. Cutting vendor tail helps
- Streamline vendors for better performance which decrease in
complaint, failure, NGO surveillance. Dashboard will tell.

5. LF BU / Stream / DivisionLF BU / Stream / Division
Strategic Change ManagementStrategic Change Management
Strategies:
S4. Create total internal
& external satisfaction
experiences
S5. Increase information
transparency
S6. Dedicated centre for
judgment and
improvement
Strategies:
S4. Create total internal
& external satisfaction
experiences
S5. Increase information
transparency
S6. Dedicated centre for
judgment and
improvement
Tactics:
T4a. Introduce point of contacts
- Ambassador for particular topics (ARA)
T4b. Visual marketing
- Information to be shared through One Family with video (i.e.
FAQ in 2 minutes)
T5. Share information proactively
- As useful tips through mail
- E-learning module
- Design and develop knowledge database
T6. We are well managing…
- Latest regulations and standards
- All auditing operations (internal & external auditors) support
- Participation of international organization and program (i.e.
GSCP)
- Review and re-develop LF checklist and procedures
Tactics:
T4a. Introduce point of contacts
- Ambassador for particular topics (ARA)
T4b. Visual marketing
- Information to be shared through One Family with video (i.e.
FAQ in 2 minutes)
T5. Share information proactively
- As useful tips through mail
- E-learning module
- Design and develop knowledge database
T6. We are well managing…
- Latest regulations and standards
- All auditing operations (internal & external auditors) support
- Participation of international organization and program (i.e.
GSCP)
- Review and re-develop LF checklist and procedures

6. LF ARALF ARA
Strategic Change ManagementStrategic Change Management
Strategies:
S7. Re-direct the mentality for
seeking diversity and positive
thinking
S8. Create happy-working culture
to boost creativity and team
building
S9. Identify potential leaders and
talents for further empowerment
Strategies:
S7. Re-direct the mentality for
seeking diversity and positive
thinking
S8. Create happy-working culture
to boost creativity and team
building
S9. Identify potential leaders and
talents for further empowerment
Tactics:
T7. Synergize manpower to maximize continuous
improvements
- Improvement Engine
- Can Do
T8. Introduce incentives scheme
- BRAVO
- VIX
T9. Deliver contemporary training and workshop
- Fun & Happiness
- Changing game
- Nice swap
- Stand Up
Tactics:
T7. Synergize manpower to maximize continuous
improvements
- Improvement Engine
- Can Do
T8. Introduce incentives scheme
- BRAVO
- VIX
T9. Deliver contemporary training and workshop
- Fun & Happiness
- Changing game
- Nice swap
- Stand Up

7. Great ideas from staffsManaged by idea poolEncourage forapplicable proposalAnd granted with awardand performance creditfor implementation
Introduce a relax andenergetic atmosphereto boost interpersonalbonding and cheep upworkplace
Develop positivethinking mindset to lookfor continuousimprovement andenhance personaldevelopment
Introduce thebeneficiary of changingway of thinking byinnovative tools
Encourage job rotationamong ARA peer group
Reinforce idea andproposal generationwith appreciationreward scheme
To identify the Star andthe ???
Streamline the strengthand weakness forfurther enhancement ortraining
Strength team bondingby social gatheringBuild up personality andknowledge database

8. CustomersCustomers
Strategic Change ManagementStrategic Change Management
Strategies:
S10. Make customers perceive the
change for excellence is respect to
voice of customers
S11. Let customer realize that
Social communities (NGO,
Surveillance bodies) may judge
differently on their own
understanding with respect to
individual culture, media address
Strategies:
S10. Make customers perceive the
change for excellence is respect to
voice of customers
S11. Let customer realize that
Social communities (NGO,
Surveillance bodies) may judge
differently on their own
understanding with respect to
individual culture, media address
Tactics:
T10. Create a platform to talk and share
understanding
- Alliance with external audit firms for seminar and
workshop to address the influence of voice of
customers
- Collect VOC from questionnaire
- Introduce ambassador and mailbox for Q&A
T11. Address the bonding among supplier
compliance performance with brand image and
community awareness
- Sharing global incidences through training
- Brainstorming exercise for “What if” to indicate
the need for excellence
Tactics:
T10. Create a platform to talk and share
understanding
- Alliance with external audit firms for seminar and
workshop to address the influence of voice of
customers
- Collect VOC from questionnaire
- Introduce ambassador and mailbox for Q&A
T11. Address the bonding among supplier
compliance performance with brand image and
community awareness
- Sharing global incidences through training
- Brainstorming exercise for “What if” to indicate
the need for excellence

9. VendorsVendors
Strategic Change ManagementStrategic Change Management
Strategies:
S12. Re-direct vendors perception
on the correlation of their
performance with business
sustainability
S13. Show the balance of new way
of working – Evaluate and support
for improvements
S14. Address the significance of
changing process for win-win
situation
Strategies:
S12. Re-direct vendors perception
on the correlation of their
performance with business
sustainability
S13. Show the balance of new way
of working – Evaluate and support
for improvements
S14. Address the significance of
changing process for win-win
situation
Tactics:
T12. Make it a fair game plan
- Address what good vendor can get and the loss of
poor performer which is going to fade out in
certain period of time
T13. Organize on-site support
- Customize training and improvement plan
- Share best practices
- Extract supportive information and resources
from external audit firms
T14. Winner takes up more concept
-Design and develop KPI and scorecard scheme for
performance evaluation
Tactics:
T12. Make it a fair game plan
- Address what good vendor can get and the loss of
poor performer which is going to fade out in
certain period of time
T13. Organize on-site support
- Customize training and improvement plan
- Share best practices
- Extract supportive information and resources
from external audit firms
T14. Winner takes up more concept
-Design and develop KPI and scorecard scheme for
performance evaluation

10. Audit FirmsAudit Firms
Strategic Change ManagementStrategic Change Management
Strategies:
S15. Address the business needs
for third party auditing support
S16. Boost the competition among
audit firms for better services
S17. Re-define the role and
mentality of third party auditors
Strategies:
S15. Address the business needs
for third party auditing support
S16. Boost the competition among
audit firms for better services
S17. Re-define the role and
mentality of third party auditors
Tactics:
T15. Request for service and grant with agreement
- Request for proposal
- Trial run
T16. Make use of catfish effect
- Develop KPI scheme with business allocation in
return
- Urge for better (proactive) service by addressing
the strength of other competitors
T17. Work and grow together
- Always help (corrective action recommendation
with whatever non-compliance findings)
- Information sharing (keep track of change of
trend and requirements and share update)
- Speak-up through regular training, seminar and
workshop to all business partners
Tactics:
T15. Request for service and grant with agreement
- Request for proposal
- Trial run
T16. Make use of catfish effect
- Develop KPI scheme with business allocation in
return
- Urge for better (proactive) service by addressing
the strength of other competitors
T17. Work and grow together
- Always help (corrective action recommendation
with whatever non-compliance findings)
- Information sharing (keep track of change of
trend and requirements and share update)
- Speak-up through regular training, seminar and
workshop to all business partners