Author name: theexchangeasia admin

Mikro MSC Bhd has proposed to acquire Broadguard Sdn Bhd, a company specialising in the wholesale distribution of cables and security system products, for RM30 million as part of its strategy to diversify its business operations and strengthen its long-term growth prospects. The proposed acquisition will see Mikro MSC purchase Broadguard from its existing owners, Sie Chee Din and Wong Meng Jie, marking a potential expansion into the wholesale and distribution of cables and related products used primarily in security and surveillance systems. In a filing with Bursa Malaysia, Mikro MSC said its existing business activities span several sectors, including electrical and electronics, biomass fuel through an associated company, as well as signage and interior fit-out services. The group noted that it remains focused on identifying strategic business opportunities that can complement its existing operations, broaden its business portfolio and contribute positively to its long-term financial performance. According to the company, the proposed acquisition represents an opportunity to establish a presence in the cable distribution segment, particularly in products supporting security and surveillance applications. Mikro MSC said its management continues to evaluate suitable investments and business opportunities that could support sustainable growth while enhancing shareholder value. The acquisition is also expected to provide the group with an opportunity to diversify its revenue sources and expand its participation in related electrical and security infrastructure markets. By incorporating Broadguard’s wholesale distribution activities into its broader business portfolio, Mikro MSC aims to strengthen its market presence and explore potential business synergies with its existing operations. The proposed transaction reflects the group’s ongoing efforts to pursue strategic expansion opportunities and position itself for long-term business growth. The acquisition remains a proposal, and its completion is subject to the relevant terms and conditions.

The Malaysia International Automotive & Parts Expo (MIAPEX 2026) will take place from 23rd to 25th  October 2026 at the Malaysia International Exhibition & Convention Centre (MIECC) in Kuala Lumpur. With support from Taiwan’s International Trade Administration, the Taiwan Select Pavilion will bring together 14 automotive parts suppliers across 16 booths and 144 square metres, covering aftermarket parts, commercial-vehicle components, vehicle electronics, electromechanical systems, precision metalwork and transportation equipment. Taiwan Auto Parts Industry Expands ASEAN Partnerships Malaysia is a major ASEAN automotive and aftermarket hub with strong links across Southeast Asia. Continued demand for vehicle maintenance, repair and commercial-vehicle parts creates new opportunities for Taiwanese suppliers. Taiwan’s automotive parts industry is known for flexible production, high-mix and low-volume manufacturing, customisation and quality management. At MIAPEX 2026, exhibitors aim to connect with importers, distributors, repair networks and industrial buyers across Malaysia and ASEAN. Four Categories Showcase Taiwan’s Supply Chain Strength -Vehicle Electronics and Optoelectronics In-vehicle entertainment, lighting and electronic solutions for increasingly connected and intelligent vehicles. -Automotive Electromechanical and Power Components Automotive motors, fuel-system products and related precision electromechanical components. -Chassis Body Hardware and Precision Machining Aftermarket hardware, engine and body parts, precision metal components and machinery for repair and assembly applications. -Transportation Parts Materials and Equipment Vehicle parts, transportation equipment and machinery for automotive textile materials, offering buyers a broader range of sourcing options. Dedicated Meeting Area Supports Taiwan Malaysia Business. A dedicated meeting area at A518 will support B2B discussions and events. The pavilion will help Taiwanese exhibitors build deeper links with local importers, distributors, repair networks, fleet operators and industry partners. Automotive buyers, distributors and industry professionals from Malaysia and across ASEAN are invited to visit the Taiwan Select Pavilion and explore products, sourcing opportunities and future partnerships.

A company can roll out AI, overhaul its digital systems or acquire another business and still fall short of the growth it expected if its people and organisation do not move with the change. That is putting change management closer to the centre of business transformation, as organisations face multiple changes at the same time rather than one major transformation at a time, said K-Pintar Sdn Bhd chief executive officer R.A. Thiagaraja. Political Secretary to the Prime Minister, Datuk Azman Abidin (centre), and K-Pintar CEO RA Thiagaraja (left) with other guests at the Asian Change Management Conference 2026. He said the challenge was no longer simply getting a new technology or strategy implemented, but getting the organisation to work differently as a result. “Businesses can change their technology overnight, but they cannot change the way an organisation thinks and works overnight. The real value of transformation comes when people, processes and culture move with the business decision,” he said. Thiagaraja said this at the Asian Change Management Conference (ACMC) 2026, themed “Shaping Tomorrow: Driving Lasting Change”  on Oct 6 and 7. Now in its third edition, the conference is positioned by K-Pintar as a platform for strengthening organisational change capability across Asia, with this year’s programme placing emphasis on making change sustainable rather than treating transformation as a one-off project. Melanie Franklin, Global Change Management Thought Leader & Founder of ChangeabilityPro presenting at the Asian Change Management Conference 2026.  He said artificial intelligence was making this challenge more visible because its introduction could alter jobs, workflows, decision-making and the skills employees needed, rather than simply adding another tool to the workplace. For businesses, this meant the success of an AI investment could not be measured only by whether the technology had been deployed, but by whether employees adopted new ways of working and whether those changes improved business performance. The same principle applied to wider digital transformation, where organisations could replace systems without necessarily changing the processes or behaviours that limited performance in the first place. “Technology should enable the change the business needs. It should not become a substitute for deciding what needs to change in the first place,” he said. The challenge becomes even more significant during mergers and acquisitions, where the business case may depend on combining operations, capabilities and resources from two organisations. While systems can be integrated and structures redrawn relatively quickly, bringing employees together requires changes in culture, leadership, decision-making and established ways of working. Thiagaraja said this was where change management could influence whether the expected value from a transformation or transaction was realised. More than 180 participants gathered at the Asian Change Management Conference 2026, held over two days to discuss change management and organisational transformation. “When two organisations come together, the deal may create the opportunity for growth, but people determine how quickly that opportunity becomes reality. If teams remain divided by different ways of working, the business cannot fully realise the value of the change,” he said. He said culture should therefore be treated as part of business transformation rather than an issue left to human resources, particularly when organisations were introducing new technology, entering new markets or integrating businesses. The objective, he said, was ultimately to help organisations become capable of responding to change without repeatedly having to start from scratch. Meanwhile, Melanie Franklin, Global Change Management Thought Leader & Founder of ChangeabilityPro said the nature of change was itself changing, with organisations facing multiple and continuous changes rather than isolated transformation projects.  “This required organisations to build change capability across the workforce, rather than relying solely on top down approaches,” she said in her presentation at the conference. She also highlighted the growing role of AI in transformation, saying organisations needed to consider what should be done by technology and what remained distinctly human, including judgement, insight and critical thinking. ACMC 2026 brought together change management practitioners, business leaders and transformation experts from Asian countries to examine how organisations can move beyond implementation towards adoption and lasting results. Change is continuous and ability and responsibility belongs to leaders, managers, project team as well entire organisation.  More than 180 participants gathered at the Asian Change Management Conference 2026, held over two days to discuss change management and organisational transformation.