OPTIONS FOR CHANGE
InternalRebrandingExercise
Project
Phase
Delegation
Medini
Southville
Combinationof Both
Evolutionary
Estimated
6-8 years
Accumulation
of effects
Achievable?
Sustainable?
High Risk of
burnout
by Promoters
Internal driven &occasional consultants
Surgical - Concentrated effortson one target at a time
Constant remindersof adherence to traditions
Constant resistance
Continuous
Largely status quo
Gradual change
Slow and deliberate
Revolutionary
Estimated
3-4 years
External driven withconsultants Based
Broad Effects - Multiple strategictargets of need or value
Disregards traditionsand norms
Little resistancedue to removals
One large effort
Sudden change
Disruptive
Sudden and Decisive
RemainStatus Quo
Consultants
No follow through
Often disruptive
No guarantees
Extreme high costs
OffshootBoutique Developer
SeperatePrivate
More adaptable
and flexible
Easier to
rebrand
Estimated
2-3 years
Serve as
model
corporation
Establishing new
corporate culture
No unreasonable
resistance or
objections
Not limited/restricted
by culture, norms or
traditions
Able to inject
new ideas
Opportunity
to learn for
new directors
HedgingPrivateNest Egg
Utilize Ngian's
industry contacts
only
Space to formpersonal new team
Clean slate
without
bias or
preconceptions
Not Subject to needless interventionand over scrutiny
Reservations by Ngian
Market Acceptance
Market Perceptions
Subsidiary
Estimated
5-7 years
Strong pressureto use old processesand suppliers
Unable toform new teamsdue to resistanceand duplication
Cracked slate
Tendency to usesame processesand suppliers
Evolutionaryconditionsinherent
Subject to needless interventionand over scrutiny
