Questions Evaluating leadership strategy and system thinking: 1. Does the quality of a good leader exist in Rozano? Is his leading role in planning and implementation an add on to his leadership style? 2. What is your assessment of the present leadership strategy and system thinking of Rozano? What are the outstanding threats and opportunities do you see? 3. What should the leaders agenda be with regard to the corporate planning and change? Is the leaders long-term strategy vision for this company appropriate or does it need to be modified? What can the leader do to add value to the firms business portfolio and make it more attractive? Corporate-social responsibility: 4. Has the business plant been assimilated and integrated with the rest of the people in the community? 5. Did they really make sense of their social responsibility or were they the results of happenstance and opportunism? 6. Has the corporate-social responsibility been well thought out and well executed? Organizational culture: 7. Is the corporate culture in tune with strategy? Are the organizations values, norms, attitudes and ingrained behaviors supportive of strategy? 8. Does top management have a hands-on-feel of how well strategy implementation is progressing? Do they know what problems are being encountered? Are communication channels up and down the organization working well? Are controls and reporting systems adequate? Exerting strategic leadership: 9. Has the top management worked to create a climate in which the needs of strategy are aligned with the corporate culture? Does the organizations attitude and temperament fit the strategy? Are needed changes being made? 10. To what extent is the management proactively trying to mold the organizations habits, mindsets, and cultural variables to match strategy? 11. Is top management visible enough? Have the key executives been attentive to build folklore and set images on which to promote organizational change? 12. Are the top management leadership styles and internal political skills adequate for the situation? Do key managers appear to have right temperament and personalities to implement the strategy successfully? General issues: 13. What is your comment on the change made by the company on the surroundings of the fishery village? 14. Do you think that such crisis conditions prevail on the rapid changes on the community? 15. Has the mixed-culture strategy implemented by the company ruined the Malay tradition of the community?

An unforgettable journey: a story of corporate-social transformation of Huntsman Tioxide (Malaysia) Nik Maheran Nik Muhammad, Marhaini Hassan, Suryani Awang and Anidzan Ariffin