OPTIONS FOR CHANGE

Subject to needless interventionand over scrutiny

Evolutionaryconditionsinherent

Tendency to usesame processesand suppliers

Cracked slate

Unable toform new teamsdue to resistanceand duplication

Strong pressureto use old processesand suppliers

Estimated
5-7 years

Reservations by Ngian

Market Perceptions

Market Acceptance

Not Subject to needless interventionand over scrutiny

Clean slate
without
bias or
preconceptions

Space to formpersonal new team

Utilize Ngian's
industry contacts
only

HedgingPrivateNest Egg

Opportunity
to learn for
new directors

Able to inject
new ideas

Not limited/restricted
by culture, norms or
traditions

No unreasonable
resistance or
objections

Establishing new
corporate culture

Serve as
model
corporation

Estimated
2-3 years

Easier to
rebrand

More adaptable
and flexible

Extreme high costs

No guarantees

Often disruptive

No follow through

Sudden and Decisive

Disruptive

Sudden change

One large effort

Little resistancedue to removals

Disregards traditionsand norms

Broad Effects - Multiple strategictargets of need or value

External driven withconsultants Based

Estimated
3-4 years

Slow and deliberate

Gradual change

Largely status quo

Continuous

Constant resistance

Constant remindersof adherence to traditions

Surgical - Concentrated effortson one target at a time

Internal driven &occasional consultants

Estimated
6-8 years

High Risk of
burnout
by Promoters

Accumulation
of effects

Sustainable?

Achievable?

Southville

Medini