Organisational resilience and agility are essential for overcoming problems in the ever-changing real estate business (Cummings et al. 2016). In the midst of the COVID-19 pandemic, Landscope Mauritius Ltd.'s strategic decision was significantly affected (Redaction 2020). The real estate development and renting business has been affected due to decreased demand. This report attempts to explore various dimensions that are affected by the strategic decisions of the company. The significant influence on the real estate sector is explored in the case of Landscope Mauritius and the change management strategy in this case. All the dimensions of change management including change-related issues and challenges etc are explored in this report.
Landscope Mauritius Ltd. is a publicly traded business majorly by the Mauritius government and is a prominent participant in the real estate industry (Landscope Mauritius, 2020). Since its establishment in December 2016 as the result of the merger of five state-owned businesses, Landscope Mauritius has grown to become a significant player in the real estate development and management industry. The organisation works in the distinctive environment of Mauritius, a stunning island country in the Indian Ocean that is well-known for its diverse population and stable economy. Landscope Mauritius had to develop and adapt to the problems presented by the Covid-19 epidemic in 2020 (Redaction, 2020). The pandemic caused a profound shift in the world economy, requiring businesses to reassess their operations and put change management plans into place to ensure their survival. As a major participant in the real estate industry, Landscope Mauritius has to face the need to make strategic adjustments to deal with the market's uncertainties.
The portfolio of the organisation is varied and includes high-quality real estate properties in the commercial, retail, and industrial sectors located throughout Mauritius. Landscope Mauritius actively participates in the establishment and administration of commercial and industrial parks, bolstering the region's infrastructure and promoting economic growth.
Understanding the complex dynamics of Mauritius' real estate market is crucial for a Change Management Consultant working at Landscope Mauritius who is responsible for putting transformative plans into practice (Landscope Mauritius n.d.). This industry needs a sophisticated approach to change management since it is impacted by both external and internal forces. A key factor in determining the company's strategy for development and continuity is how it reacts to external environmental circumstances, especially those brought on by the market situation that was instigated by the COVID-19 pandemic.
A wide range of ideas, concepts, and theories are included in the complex process of change management, which is designed to make organisational changes easier (Lock, 2020). One such fundamental idea that highlights the need to instil a sense of urgency, build strong alliances, and achieve quick victories to spur long-term change is Kotter's 8-Step Model (Laig and Abocejo 2021). The three phases of unfreezing, altering, and refreezing are highlighted by Lewin's Change Model as crucial elements of an effective change implementation process. Resource dependency, population ecology, and contingency views all add to a thorough grasp of the internal and external variables affecting change within an organisation.
Landscope Mauritius's reaction to the market environment caused by COVID-19. Due to its intrinsic sensitivity to changes in the economy, the real estate industry needs adaptable methods to survive and continue growing. Landscope Mauritius may effectively tackle obstacles, seize opportunities, and improve overall organisational resilience by adopting change management concepts. The discourse on change management is not complete without discussing the internal procedures and external environmental factors that led Landscope Mauritius to contemplate change. The organisational culture, leadership styles, and employee engagement are important internal elements that influence how open an organisation is to change (Hendrawan and Pogo 2021). Adaptive methods are required due to external influences like as market instability, technical improvements, and regulatory changes, which are daunting. Landscope Mauritius finds that the notion of change management is crucial for manoeuvring through the complex workings of the real estate industry, especially in the aftermath of the epidemic.
The contingency view, resource dependency, and population-ecology perspectives are deemed essential frameworks for comprehending the contextual nuances while analysing the change management scenario within Landscope Mauritius Ltd (Celik 2020). The contingency approach asserts that the effectiveness of change efforts is contingent upon the congruence of organisational tactics with the distinct characteristics of both the internal and external environment. Landscope Mauritius requires a careful examination of the unique circumstances of the organisation and the dynamics of the real estate sector to customise change strategies appropriately. Pfeffer and Salancik's resource dependency theory emphasises the connection between organisations and their external environment (Celtekligil 2020). Landscope Mauritius must plan change management activities by its dependencies on external stakeholders, including market trends, economic situations, and governmental restrictions. It becomes essential to conduct a comprehensive assessment of these external dependencies to develop change methods that work and improve organisational flexibility. An evaluation of Landscope Mauritius's change management programme is a critical examination of the organization's adaptability to change and ability to handle challenging market circumstances. This supports the contingency approach by highlighting how crucial it is to customise change tactics by organisational traits (Jayatilleke and Lai, 2018). To make sure that change efforts are in line with the organization's strategic objectives and environmental needs, it also takes into account resource dependencies and the organization's response to external variables.
The internal elements that significantly impact the effectiveness of change programmes include employee involvement, leadership dynamics, and organisational culture (Al-Ali et al. 2017; Hussain et al. 2018). According to Schein's (2010) organisational culture model, implementing changes successfully depends on an awareness of and ability to work with the current culture (Whelan 2016). To make sure that the suggested changes are in line with the accepted cultural norms, Landscope Mauritius' leadership has to conduct a critical assessment of the organisational culture to identify possible obstacles and facilitators. The real estate sector must be able to respond strategically and adapt to a variety of external environmental influences. A systematic method for evaluating outside effects is offered by the PESTEL framework (Buye 2021), which includes political, economic, social, technical, environmental, and legal aspects. To be competitive, Landscope Mauritius has to accept technology innovations, adhere to changing regulatory laws, and navigate through economic uncertainty (Dentons 2023). An aggressive approach to incorporating eco-friendly practices into change management methods is necessary due to the industry's vulnerability to environmental issues including climate change and sustainability trends. The internal analysis recognises that change efforts should be in line with the current culture and leadership ethos and so requires a thorough grasp of the dynamics of the organisation. Simultaneously, to keep ahead of market difficulties, the organisation must be alert, constantly monitoring, and reacting to the changing industrial environment as a result of the external analysis.
Stakeholder management during organisational transformation is a complex process that is essential for change management (Lewis and Sahay 2019). Freeman (1984; cited in Freeman 2018) introduced the concept of stakeholder theory, which highlights the significance of taking into account the interests and concerns of other stakeholders outside of shareholders, including consumers, workers, and the community. Landscope Mauritius Ltd. should identify and comprehend the many stakeholder groups is essential to putting change management plans into action. Transparency, communication, and involvement are key components of stakeholder management principles (Pedrini and Ferri 2019). Involving stakeholders in decision-making processes may lessen opposition to change and promote a feeling of inclusion. To ensure that all parties involved are aware of the reasons for the change, its possible effects, and the anticipated results, transparency is crucial. Stakeholder management techniques in change projects include responsiveness, feedback systems, and ongoing lines of communication. According to Freeman (2018), having open channels of communication makes it easier to identify issues promptly and incorporate stakeholder input into decision-making processes. Fostering cooperation and trust throughout the transformation process depends on being receptive to the demands and concerns of stakeholders. Stakeholder management perspectives include both normative and instrumental viewpoints. The instrumental perspective emphasises the strategic significance of relationship management for organisational performance, seeing stakeholders as means to a goal (Richter and Dow, 2017). The normative viewpoint emphasises that organisations have an ethical obligation to take stakeholders' well-being into account to conform to wider societal norms.
Throughout the change process, resistance to change is very critical to consider. Recognising and resolving this opposition is essential to the implementation process's success (Grama and Todericiu 2016). Four categories of resistance are distinguished by Koller (2016): active resistance, passive resistance, compliance, and enthusiastic support. While passive resistance takes the form of disobedience, active resistance entails openly opposing the reform effort. Genuine commitment is absent from compliance, whereas passionate support indicates complete acceptance of the change. Organisations like Landscope Mauritius Ltd. may customise methods to meet the particular difficulties presented by each kind of resistance by recognising these categories. Psychologically speaking, people often oppose change because they are afraid of what is ahead, feel as if they are losing control, or think that change would jeopardise their interests (Shimoni 2017). Employees at Landscope Mauritius may be resistant to changes that disturb established procedures or create uncertainty since the real estate industry is essentially dependent on stable circumstances (Amarantou et al. 2018). Inadequate communication, disinterest in decision-making, and a lack of suitable support networks are examples of structural variables that lead to resistance. Landscope Mauritius has to assess its internal communication tactics rigorously to make sure that staff members are aware of the changes, the advantages that are expected, and the channels for assistance that are accessible. Resistance may also be lessened by including staff members in decision-making and by giving enough tools for them to adjust to change.
Individual employee resistance might take the form of stress, worry, and low morale (Jones and Van de Ven 2016). Employee work satisfaction and general well-being may suffer if they have a feeling of ambiguity about their responsibilities. The entire performance of Landscope Mauritius Ltd. may be impacted by this emotional and psychological cost, which might impede innovation and productivity. When resistance builds up, team members may become less cooperative and have more disagreements. The effectiveness of change projects is greatly dependent on team dynamics, and collective resistance may result in strained relationships, failures in communication, and a deterioration in team cohesiveness (Southwick et al. 2017). As a real estate company, Landscope Mauritius depends largely on productive cooperation to complete projects successfully. If unaddressed, collective opposition may compromise the cooperative endeavours required to traverse the intricacies of the real estate industry. Resistance may cause project delays, higher costs, or even project failure at the organisational level when it comes to implementing strategic objectives (Simushi and Wium 2020). Working in a market that is always changing, Landscope Mauritius cannot afford long-term setbacks brought on by opposition. The organization's ability to successfully handle opposition and enable a more seamless transition is critical to its ability to capitalise on opportunities and react to changes in the market. Analysing resistance's effects closely highlights the need for Landscope Mauritius's proactive change management techniques. Although resistance to change is a normal reaction, leaders should foresee difficulties and carry out focused interventions by being aware of the implications of resistance at various levels. Through the cultivation of a culture that recognises and confronts resistance, the organisation may effectively limit adverse effects and use opportunities for constructive feedback and ongoing improvement (Imran and Iqbal 2021).
With the real estate industry posing problems, Landscope has to take specialised measures to overcome opposition on several levels. Promoting open communication and proactive employee engagement during the transition process is one strategy (Diedericks et al. 2019). Employee resistance may be reduced by giving them a feeling of ownership over the change efforts and including them in decision-making. Prioritising open lines of communication will help Landscope make sure that staff members are not only aware of developments but also have a platform to express any worries or suggestions they may have. Moreover, programmes for education and training may be put in place to close skill gaps and improve workers' flexibility. By making investments in the skills of its personnel, Landscope Mauritius not only prepares its workers for the always-changing needs of the real estate market but also instils confidence that can overcome obstacles. Training plans have to be created with the organization's strategic objectives in mind, including concrete arguments for why change is required (Sistare 2022). Overcoming opposition requires strong leadership, with transformational leadership proving to be especially successful (Imran and Iqbal 2021). Landscope Mauritius leaders should emphasise a common future vision and connect individual and organisational objectives to excite and encourage their workforce. Leaders may mitigate opposition by cultivating a good organisational culture and highlighting the advantages of the suggested modifications. Understanding these worries helps Landscope Mauritius to design interventions that specifically address the concerns of workers, regardless of whether they are caused by a fear of job instability, a sense of losing control, or scepticism about the advantages of change.
Interventions are essential in the field of change management since they help deal with resistance and make the shift go more smoothly. As a real estate company, Landscope Mauritius has to assess various forms of intervention thoroughly to negotiate the industry's inherent difficulties and deal with opposition in an efficient manner (Waddell et al. 2019). Organisations can include any type of intervention that brings a change in the structural, technological, and behavioural format of the functioning (Cameron and Green 2019). The goal of structural interventions is to change organisational structures and procedures, such as by reorganising or enacting new policies. Technical interventions entail adopting new technologies or systems, whereas behavioural interventions target individual and group dynamics, seeking to influence attitudes and behaviours. Landscope Mauritius is facing and the particular change endeavour must be taken into consideration while choosing the right intervention strategy. When resistance results from organisational structures impeding efficiency or when new procedures are necessary for adjusting to changes in the market, structural interventions may be appropriate. Technical changes such as using sophisticated data analytics for market trends, might be vital for a real estate business negotiating a changing market (Hussain et al. 2018). When resistance stems from employee attitudes or communication failures, behavioural interventions become crucial, necessitating measures like training programmes or team-building exercises (DiazGranados et al. 2017). Landscope Mauritius has to conduct a thorough diagnostic of the unique difficulties it encounters and the underlying causes of resistance. The strategic selection and integration of interventions that align with the organization's objectives, culture, and the needs of the real estate sector should be guided by this diagnostic procedure. Interventions must be seen as linked elements of a holistic transformation plan rather than as discrete fixes. Implementing targeted behavioural treatments, technology advancements, and structural adjustments all at the same time may have a synergistic impact that addresses resistance in all its forms and encourages a full transformation (Hussain et al. 2018).
One of the most important factors in determining whether an organisation can effectively navigate a transition is the leadership role in change management (Tang 2019). Effective communication, the capacity to explain a compelling vision, and the ability to mobilise organisational members towards a shared purpose are all essential components of leadership in change management (Mansaray 2019). Landscope Mauritius is going through strategic changes, and having strong leadership is essential to guiding the company through the intricacies of the ever-changing industry. Employees are inspired and motivated by transformational leaders who cultivate a good organisational culture, promote innovation, and develop a common vision (Alqatawenh 2018). Given the difficulties it encounters in reacting to the needs of the real estate industry and adjusting to changes in the market, Landscope should pay special attention to this leadership style. Successful change projects need people to have a feeling of purpose and dedication, which transformational leaders can inculcate in them. Situational leadership models like the Contingency Theory of Leadership (Fiedler, 1967) emphasize the need for leaders to modify their strategies in light of the unique circumstances and difficulties that the organisation faces (Reams 2023). Being in an industry where regulations and economic conditions may change quickly; Landscope needs leaders that can adapt their leadership styles to fit the needs of the organisation.
Change resistance is a prevalent issue that necessitates leaders to address employee worries and apprehensions in addition to advocating for the change (Nadim and Singh 2019). The dynamic and ever-changing nature of the real estate market demands leaders who can strike a balance between stability and adaptation, adding to the already difficult situation. Facilitating the creation and use of change management models is another aspect of leadership in change management. Organisational transformation may be systematically guided by models like Kotter's 8-Step Model (Laig and Abocejo 2021) and Lewin's transformation Model. It is important to acknowledge the possible obstacles linked to leadership in the context of change management. Landscope Mauritius, keeping the momentum going and keeping the commitment to change requires stable leadership.
Several leadership styles such as autocratic, authoritative, pacesetting, democratic, coaching, affiliative, and laissez-faire are prominent in different settings (Hunt and Fitzgerald 2018). Decisions are made centrally under autocratic leadership, with little input from subordinates. A leader's distinct perspective is emphasised by authoritative leadership. Leaders who set the pace have high expectations for themselves and follow their lead (Mansaray 2019). Democratic leaders promote cooperation by including staff members in decision-making processes. Affiliative leaders place more importance on team harmony and cohesiveness than coaching leaders do on individual growth. A hands-off style is possible under laissez-faire leadership, which gives subordinates autonomy (Thoha and Avandana 2020). Landscope Mauritius to successfully execute change, a diversified leadership strategy is required. During the early stages of change, autocratic leadership philosophies may be useful for giving staff clear guidance and making sure they comprehend the goals and vision. To help staff members acquire the skills they need for the upcoming changes, a coaching strategy may need to be combined with a pacesetting style that prioritises high-performance requirements (Halkias 2017). Since democratic leadership includes workers in the process and fosters a feeling of ownership and commitment, it is especially important throughout the planning and decision-making stages of change. Individual concerns may be addressed and the workforce can get the assistance and training they need to adjust to new procedures or technology with the help of the coaching style. During periods of transition, affiliative leadership which emphasises establishing connections and team cohesion is essential for cultivating a healthy organisational culture (Dickson 2023). Through fostering a sense of cohesion and one purpose among staff members, this approach aids in reducing resistance. Selecting an appropriate leadership style for Landscope entails carefully integrating various leadership philosophies with the unique circumstances and stages of the transformation project. A more authoritative approach may work well when the change is first announced, but a more democratic and coaching-oriented approach would be needed throughout the implementation phase. To effectively address the ever-changing demands of the workforce and the real estate industry, leaders must possess flexibility and adaptability.
Models of change management provide organisations with a systematic framework for organising, carrying out, and navigating processes that lead to transformation. These models must undergo a thorough review, particularly for a company like Landscope Mauritius Ltd. that operates in the real estate industry where change is a given. Lewin's Change Model, Kotter's 8-Step Model, and the ADKAR model are a few well-known change management models (Bekmukhambetova 2021). Lewin (1951) proposed a three-step paradigm, which consists of unfreezing, changing, and refreezing, to provide a methodical strategy for implementing changes (Burnes 2020). Kotter's 8-Step Model places a strong emphasis on establishing short-term victories, building strong coalitions, and generating urgency (Rajan and Ganesan 2017). The ADKAR approach addresses Awareness, Desire, Knowledge, Ability, and Reinforcement with an emphasis on individual transformation (Al-Alawi 2019).
Although Lewin's model is fundamental, it has been criticised for being too simplistic and taking a linear approach, which may have left out important details about the complexity of modern organisational transformations (Cummings et al. 2016). Although Kotter's 8-Step Model is extensively used in practice, it may not work well in contexts that are dynamic and changing quickly. The model highlights the significance of organisational culture and leadership. The ADKAR paradigm recognises the psychological and emotional components of transformation while concentrating on the individual's journey through it. It might be criticised, nevertheless, for failing to adequately address the organisational and cultural aspects of change that are more widespread (Bejinariu et al., 2017). Landscope requires a change management strategy for its real estate activities that take into consideration the complexities of organisational and human development, acknowledging the interdependence of these components. The effectiveness of the change effort greatly depends on the leader's ability to use change management approaches in a corporate setting. In addition to selecting a suitable model, leaders must also customise its implementation to the unique requirements and difficulties faced by the company. Leaders in Landscope Mauritius need to use change models with a thorough understanding of the dynamics of the real estate business, which needs a response to market trends and legislative changes (AlManei et al. 2018). Leaders have to deal with opposition, promote cooperation, and make sure that the organization's procedures and structure support the objectives of the change. Executives at Landscope Mauritius must evaluate and modify change models to meet the particular difficulties presented by the real estate sector. These models serve as guidelines.
Creating a compelling change vision is a fundamental step in building a change management strategy for Landscope Mauritius Ltd. that will help steer the organisation through transformation. Employees and stakeholders are motivated by the ambition to accept the necessary adjustments in response to the difficulties presented by the real estate business and the changing market circumstances. To give workers a feeling of direction, the change vision has to be clear, concise, and consistent with the organization's goals and values (Stouten et al. 2018). The change vision, which is based on the ideas of transformational leadership, needs to speak to the feelings and ideals of Landscope Mauritius' employees in addition to the pragmatic components of change. Leaders may increase employee ownership and commitment by including them in the vision-setting process. This is important for the change project to be implemented successfully (Al-Ali et al., 2017). The transformation vision is relevant because it may foster a common view of the way forward, directing organisational and individual efforts towards a unified and robust response to the ever-changing issues facing the real estate industry.
One of the most important steps in creating a change management procedure for Landscope Mauritius Ltd. is conducting a readiness assessment. This determines possible obstacles that can prevent a change effort from being implemented successfully and helps assess the organization's readiness for it (Diab et al. 2018; Gigliotti et al. 2019). Studies highlight how important it is to evaluate preparation on both the structural and cultural levels (Rafferty et al., 2013). Evaluating the organization's systems, capabilities, and resources to carry out and maintain the suggested improvements constitutes structural preparedness. A successful readiness evaluation in the real estate sector, where Landscope Mauritius works, should take into account how well-suited the technology infrastructure and current procedures are to meet the constantly changing needs of the market. Culturally speaking, employee attitudes, convictions, and actions about change are all included in preparedness. Anticipating and resolving such opposition requires an understanding of the receptivity of the workforce (Albrecht et al., 2020). The preparedness evaluation should include the unique circumstances of the selected organisation. Landscope Mauritius works in an industry where regulations and market conditions are constantly changing (Sagi 2021). As such, the evaluation needs to examine the organization's capacity to manoeuvre through and react quickly to these outside influences. The readiness assessment gives executives at Landscope Mauritius important insights by methodically assessing both structural and cultural aspects. This allows them to customise their change management strategies to the unique possibilities and difficulties faced by the organisation.
Creating a change management procedure that is customised to Landscope unique requirements is a difficult task that requires a thorough comprehension of the dynamics of the company and the difficulties presented by the real estate industry. Important components including stakeholder participation, communication strategies, and a phased implementation strategy must all be included in the process design (Butt et al. 2016; Lewis 2019). Proper communication is essential for change projects since it promotes mutual understanding and lowers uncertainty. Since market circumstances and legal frameworks are dynamic and vulnerable to sudden changes, the communication strategy for Landscope Mauritius needs to be flexible and dynamic to keep staff members informed and involved all along the way. Another essential component of the change management process is stakeholder involvement (Shackleton et al. 2019). A complex ecosystem made up of workers, customers, investors, and regulatory agencies surrounds Landscope Mauritius. To build group support, leaders must identify and include important stakeholders in the process design and match their goals with the change vision. A change management approach that is both internally oriented and sensitive to the expectations and concerns of external stakeholders is required in the real estate business due to its sensitivity to external variables. A phased implementation plan is another essential component of the design of the change management process. The plan should include feedback systems for continuous development, assign tasks, and set clear targets while taking the organization's preparedness into account (Foreland and Halvorsen 2018). Due to its diverse portfolio and need to manage different kinds of properties, Landscope Mauritius has to take a staged strategy that takes into consideration the particular problems presented by the various operational segments.
Creating a strong monitoring and assessment system is essential to successfully leading a change programme at Landscope Mauritius. To ensure alignment with organisational objectives, the framework acts as a systematic method for evaluating the effect, progress, and results of the change process (Karambelkar and Bhattacharya 2017). Leaders need to think about key performance indicators (KPIs) that capture the qualitative and quantitative components of the transformation to create an effective model. These key performance indicators (KPIs) for Landscope Mauritius can include worker satisfaction, the organization's ability to respond to market developments, and the effective use of property management systems (Neumann et al. 2018). By adjusting KPIs to reflect the particular difficulties faced by the real estate business, executives may assess how well a project is doing to resolve problems unique to the sector. Moreover, a framework for dynamic monitoring and assessment has to include feedback mechanisms that enable ongoing modifications throughout the change process. The dynamic nature of the real estate sector necessitates an agile strategy. Landscope Mauritius's executives may immediately adjust their tactics in reaction to changing market circumstances thanks to the framework. This flexibility guarantees the organization's resilience in the face of the inherent uncertainties in the real estate industry.
Including a participative approach in the monitoring and evaluation process might also help the selected organisation. According to Markiewicz and Patrick (2015), including stakeholders and workers in the evaluation promotes a culture of shared accountability, increases transparency, and offers a variety of viewpoints. A participatory approach guarantees that the assessment process takes into account the collective experiences and views of people who will be directly touched by the change, which is crucial for Landscope since effective communication and stakeholder involvement are key components.
An essential tool for determining the effectiveness of a change project is a monitoring and evaluation (M&E) framework, which offers an organised and methodical way to analyse the effects of changes carried out by companies such as Landscope Mauritius Ltd. According to Markiewicz and Patrick (2015), the M&E framework is a technique used to assess the accomplishment of goals, the efficacy of strategies, and the overall influence on organisational performance. An efficient M&E framework is crucial for assessing how efficiently Landscope Mauritius, which operates in the dynamic real estate sector, adjusts to market changes and addresses issues unique to the sector. Aligning the framework with key performance indicators (KPIs) that are closely related to the goals of the change project is a crucial component of the impact assessment process. These KPIs have to be both quantitative and qualitative to provide a thorough grasp of how the initiative is affecting different parts of the company. KPIs for Landscope Mauritius might include the degree of employee engagement and satisfaction, the organization's capacity to adapt to changing market needs, and the effective integration of new technology for property management. KPIs that are matched to the unique difficulties faced by the real estate sector make the effect evaluation more complex and relevant (Neumann et al. 2018).
Leaders at Landscope Mauritius may also identify areas that need modification or further involvement thanks to the M&E framework. Since the real estate industry is dynamic, an adaptive strategy is required, and the framework acts as a roadmap for wise decision-making based on continuous evaluation. This flexibility is essential to guaranteeing the change initiative's long-term success in the face of the real estate market's constant upheaval.
Landscope Mauritius Ltd. has faced difficulties presented by the Covid-19 pandemic and that has been prominent in the Mauritius real estate industry, particularly in the wake of the market disruptions. The identification and comprehensive exploration of resistance to change, a prevalent obstacle in organisational transitions, highlights the significance of comprehending its many manifestations and the significant influence it may have on the individual, group, and organisational spheres. Overcoming resistance and choosing the right intervention approaches offers a pathway on how Landscope Mauritius can help its employees develop a culture of resilience and flexibility; highlighting the critical role that leadership plays in change management. Leaders at Landscope Mauritius must use transformational and adaptive leadership styles to successfully assist people and teams through the process of change as they negotiate the intricacies of the real estate industry. For Landscope Mauritius, a change management process design includes developing a compelling change vision, carrying out a comprehensive readiness assessment, and developing a dynamic process that combines stakeholder participation, effective communication, and phased execution. For change projects to succeed over time and keep the organisation flexible in reacting to changing market circumstances, a framework for monitoring and evaluation must be established and then used for effect assessments. Fostering an environment of open communication, actively involving stakeholders at all levels, and equipping leadership with the know-how required to steer the company through dynamic changes are among the suggestions made for Landscope Mauritius. To provide staff with the skills they need to work in a real estate market that is changing quickly, the company should fund efforts for ongoing learning and development.
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