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Divfex Bhd has secured two contracts worth a combined RM120.12 million to supply equipment for a 15MW data centre project in Penang. In a filing with Bursa Malaysia, the company said its wholly owned subsidiary, Diversified Gateway Bhd, had secured an RM84.44 million contract to supply generator sets, transformers, switchgear and low-voltage equipment. Meanwhile, its 51%-owned subsidiary, Excel Commerce Solutions Sdn Bhd, will supply cables worth RM35.67 million under a separate agreement. The contracts were signed on Wednesday with a Malaysian-incorporated data centre company. However, Divfex did not disclose the purchaser’s identity due to a confidentiality agreement. The combined contract value of RM120.12 million is almost twice Divfex’s market capitalisation of RM67.1 million as at Wednesday’s market close. Delivery is expected to be completed within three months. The parties may agree in writing to extend the delivery period by up to another six months. Formerly known as Diversified Gateway Solutions Bhd, Divfex provides teledata communication, network infrastructure, industrial automation and network performance monitoring solutions. The group is 27.15% owned by Insas Technology Bhd, the high-technology investment arm of Insas Bhd. As at June 30, 2026, Divfex had RM36 million in cash and bank balances, compared with total borrowings of RM4.57 million. This gave the group a net cash position of approximately RM31.43 million. For the financial year ended June 30, 2026, Divfex recorded a 10.7% decline in net profit to RM4.83 million, from RM5.41 million a year earlier. However, revenue increased by 12.3% to RM92.09 million, compared with RM82 million previously. Divfex shares fell half a sen, or 5.26%, to close at nine sen on Wednesday.

Bursa Malaysia will suspend trading in MKH Bhd shares on the Main Market five market days after the extended closing date of Batu Kawan Bhd’s unconditional mandatory takeover offer for the property developer. In a filing with Bursa Malaysia on behalf of Batu Kawan and MKH, Maybank Investment Bank Bhd said the suspension would follow valid acceptances reaching at least 90% of the nominal value of the offer shares as at 5pm yesterday. Batu Kawan, Whitmore Holdings Sdn Bhd and parties acting in concert had increased their combined stake in MKH to 95.16%, or 548.84 million shares, as at 5pm. Having crossed the 90% threshold, Batu Kawan and its ultimate offeror will invoke Section 222(1) of the Capital Markets and Services Act 2007 to compulsorily acquire the remaining offer shares from dissenting shareholders. The suspension means MKH shares will no longer be traded on Bursa Malaysia. The offeror and ultimate offeror will then take the necessary steps to withdraw MKH’s listing from Bursa Malaysia’s official list, in accordance with Paragraph 16.07 of the Listing Requirements, the filing said. The takeover offer will remain open for acceptances until 5pm on Oct 8, 2026. Batu Kawan is offering RM2 per share to acquire the remaining shares in MKH.

Gamuda Bhd and Australian construction group BMD Constructions Pty Ltd have secured a A$624 million (approximately RM1.8 billion) contract to upgrade two major roads in Western Sydney, strengthening the Malaysian construction group’s presence in Australia’s infrastructure market. In a bourse filing on Monday, Gamuda said Transport for New South Wales had awarded the Elizabeth Drive Upgrade-Mamre Road Upgrade Stage 2 project to the Gamuda-BMD Joint Venture (GBJV), which is equally owned by both companies. Under the agreement, Gamuda’s 50% share of the contract is worth A$312 million, equivalent to approximately RM908 million in potential revenue. The project commenced on Monday and is scheduled for completion in 2030. It involves the design and construction of civil and structural works to upgrade existing sections of Elizabeth Drive and Mamre Road in Kemps Creek, Western Sydney. The construction scope covers approximately 4.5 kilometres of Elizabeth Drive and three kilometres of Mamre Road. The works will also include supporting civil and structural infrastructure, as well as the relocation of utilities required to facilitate the road upgrades. The improvements are intended to support transport infrastructure in Western Sydney, where continued development has increased the need for road capacity and connectivity. The contract forms part of a wider infrastructure programme valued at approximately A$2 billion, jointly funded by the Australian Government and the New South Wales Government. For Gamuda, the latest award adds to its growing portfolio of infrastructure projects in Australia, a market where the group has been expanding its construction and engineering capabilities. Gamuda said the contract would further strengthen its position in Australia’s road infrastructure sector and demonstrate the joint venture’s ability to deliver major transport projects. “The award represents a significant achievement for the joint venture and demonstrates Transport for New South Wales’ confidence in GBJV’s project-delivery capabilities,” the company said in its filing. “This project is significant for GE Australia and will further deepen design and construction capability in Australia’s road sector,” it added. The latest contract follows several major project developments for Gamuda’s Australian operations in recent weeks. Earlier in October, the group completed and handed over its first road transport project in Australia, the A$1.03 billion (approximately RM3.03 billion) M1 Pacific Motorway extension between Black Hill and Tomago. The motorway extension was delivered ahead of schedule, marking a milestone for Gamuda as it continues to establish its track record in the Australian transport infrastructure market. The group also secured the A$880 million (approximately RM2.54 billion) Sydney Metro West-Parramatta Integrated Station Development project earlier this month. Gamuda holds an 80% effective participation in the project. The development involves the design and construction of the future Parramatta metro station and associated infrastructure. It will be the sixth station along the Sydney Metro West alignment to be delivered by Gamuda’s Australian operations. These projects reflect the group’s broader strategy of expanding its international construction portfolio through major transport and infrastructure developments. By securing projects across roads and urban rail networks, Gamuda is building its exposure to Australia’s infrastructure investment programme while strengthening its engineering, design and project delivery capabilities. The latest road upgrade contract is also expected to contribute to the group’s financial performance over the duration of the project. For the third quarter ended April 30, 2026, Gamuda reported a 4.5% increase in net profit to RM257.98 million, compared with RM246.84 million in the corresponding period a year earlier. Revenue rose 43.6% to RM4.44 billion from RM3.09 billion over the same period, reflecting stronger business activity. Gamuda said the newly awarded contract was expected to contribute positively to the group’s revenue and earnings as construction progresses. The long-term nature of the project, which is scheduled to run until 2030, will also add to the group’s order book and provide further visibility for its Australian construction operations. Gamuda’s growing project portfolio comes as governments continue to invest in transport infrastructure to support population growth, improve connectivity and accommodate expanding urban areas. In Western Sydney, upgrades to key roads are expected to support transport movements and improve access across developing communities and commercial areas. The award further positions Gamuda and BMD to participate in Australia’s infrastructure development, while giving the Malaysian group another opportunity to demonstrate its capabilities in delivering large-scale civil engineering projects. At noon on Monday, Gamuda shares rose eight sen, or 1.7%, to RM4.86, valuing the group at approximately RM29.4 billion.

The Sarawak Government has officially taken ownership of Bintulu Port following the completion of its transfer from the Federal Government on 16 September 2026. The handover ceremony was held at the VVIP Terminal of Kuching International Airport and witnessed by Prime Minister Datuk Seri Anwar Ibrahim and Sarawak Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg. Transport Minister Anthony Loke Siew Fook formally handed over the relevant documents to Sarawak Deputy Premier and Minister for Infrastructure and Port Development Datuk Amar Douglas Uggah Embas. The documents included several legal orders and amendments required to complete the transfer of Bintulu Port from federal to state administration. Among them were the Ports (Privatisation) (Amendment to Schedule) Order 2026 and the Bintulu Port Authority (Dissolution) (Vesting Date) Order 2026. The handover also involved the implementation of the Declaration of an Area in the Bintulu District to be a Federal Port (Repeal) Act 2024 and the Bintulu Port Authority (Dissolution) Act 2024. Although the official ceremony took place on 16 September, the transfer had already taken effect on 1 September 2026. With the change, Bintulu Port is now classified as a state port instead of a federal port, placing its administration and management under the Sarawak Government. All assets, rights, interests and obligations previously held by the Bintulu Port Authority have also been transferred to the state government. As part of the restructuring, the former Bintulu Port Authority was dissolved, with its responsibilities taken over by the Bintulu Port Authority (Sarawak). The new authority is a state statutory body established on 1 September 2024 under the Port Authorities Ordinance 1961. The takeover marks the completion of a process that began more than three years ago. Sarawak first announced its intention to take over Bintulu Port on 30 January 2023, before receiving approval from the Sarawak Cabinet on 23 February 2023. The Federal Government later agreed to the proposal, with Anwar announcing its approval during the tabling of Budget 2024 on 13 October 2023. Both governments subsequently signed a Memorandum of Understanding on 22 March 2024 to move forward with the transfer process. On 4 February 2026, the Federal and Sarawak governments agreed on a takeover value of RM1.8 billion for the Bintulu Port Authority. A Completion Agreement was later signed on 21 June 2026, with compensation arrangements finalised as part of the transaction. The transfer represents an important development in Sarawak’s efforts to strengthen its control over strategic infrastructure and manage its own port operations. It also supports the state’s broader development plans and reflects ongoing efforts to implement provisions associated with the Malaysia Agreement 1963 (MA63). Bintulu Port is one of Sarawak’s major maritime facilities and plays an important role in supporting the state’s industrial and energy sectors. The deep-water port serves industries in Bintulu and is a key export facility for liquefied natural gas (LNG), contributing significantly to Malaysia’s energy trade. It also supports regional shipping and trade activities, including connections within the Brunei Darussalam–Indonesia–Malaysia–Philippines East ASEAN Growth Area (BIMP-EAGA). With Bintulu Port now under state administration, the Sarawak Government will have greater responsibility for overseeing its operations, infrastructure development and future planning. The takeover is expected to support better coordination between port development and Sarawak’s wider economic priorities, particularly in industrial growth, logistics and international trade. The official handover coincided with the national Malaysia Day 2026 celebrations in Kuching, which were held at the Borneo Convention Centre Kuching later that evening. Anwar arrived at Kuching International Airport at approximately 5.35pm and was welcomed by the Sarawak Premier before attending the ceremony. Also present were Sarawak Deputy Premiers Datuk Amar Awang Tengah Ali Hasan and Datuk Amar Prof Dr Sim Kui Hian, as well as Sarawak Legislative Assembly Speaker Tan Sri Datuk Amar Mohamad Asfia Awang Nasar. Federal and state cabinet members, deputy ministers, senior government officials and other dignitaries also attended the event. The completion of the transfer marks a significant milestone for Sarawak, giving the state direct responsibility for one of its most important ports while strengthening its role in Malaysia’s maritime, logistics and energy industries. Tighten the article for news readersStrengthen the opening with key details

Singapore-based gym operators True Fitness Pte Ltd and True Yoga Pte Ltd have closed all their fitness centres across Singapore after entering provisional liquidation, marking another major setback for the country’s increasingly competitive fitness industry. The closures took effect immediately following the appointment of provisional liquidators on 10 September 2026, according to a notice published through the companies’ mobile application. “All clubs’ operations will cease with immediate effect,” the notice stated. Records filed with Singapore’s Accounting and Corporate Regulatory Authority (ACRA) also indicate that both companies have entered creditors’ voluntary liquidation, a process generally undertaken when businesses are unable to meet their financial obligations. Both True Fitness and True Yoga operate under True Yoga Holdings Pte Ltd. The sudden closures affect several fitness centres across Singapore, including True Fitness outlets at Novena Square, Tampines Junction and Ang Mo Kio. The group’s TFX-branded gyms also operate at Millenia Walk, CIMB Plaza and Funan mall. The shutdowns come amid growing financial pressure on Singapore’s fitness sector, where operators continue to face rising rental expenses, higher operating costs and intense competition for customers. Several other fitness businesses, including Ritual Gym, UFC Gym and Fenix Fitness, have also exited the Singapore market in recent years, highlighting the challenges of maintaining profitability in the industry. Financial records show that both True Fitness and True Yoga had been experiencing losses for several years before their closures. According to ACRA filings, True Yoga had accumulated losses of approximately S$82.8 million (US$65.3 million) by the end of 2025, while True Fitness recorded accumulated losses of around S$13.5 million. The financial difficulties raise concerns about the sustainability of gym operators that depend heavily on long-term membership subscriptions while managing substantial rental, staffing and maintenance expenses. Despite their financial challenges, both companies had continued promoting membership packages in the months leading up to the shutdowns. These included multi-year subscriptions offering access to gym facilities, group fitness classes, yoga sessions and reformer programmes across their network of clubs. Some membership packages extended beyond five years, with customers subsequently offered lifetime access for a monthly fee of S$49. The immediate closure of all clubs has created uncertainty for members holding active subscriptions, particularly those who had committed to long-term packages or made advance payments. It remains unclear whether affected customers will receive refunds or how outstanding membership obligations will be handled during the liquidation process. The situation also highlights the financial risks associated with prepaid fitness memberships, especially when operators experience prolonged losses or face difficulties meeting their operating expenses. For Singapore’s fitness industry, the closures add to concerns about the long-term viability of traditional gym business models in an environment where consumers have access to a growing range of boutique studios, specialised fitness programmes and alternative workout options. As liquidation proceedings continue, attention is expected to focus on the treatment of creditors and affected members, as well as the wider implications for Singapore’s fitness market. The closure of True Fitness and True Yoga demonstrates the increasing financial challenges facing established fitness operators, even those with multiple locations and an extensive customer base.

For a business running out of warehouse space, moving to larger premises can appear the natural next step. It is also a decision that brings additional rent, relocation costs and operational disruption. Before committing, there is another asset worth examining: the unused space above the inventory already on the floor.  That is the commercial opportunity for Global Steel Engineering, a Malaysian industrial racking specialist serving manufacturers, warehouse operators and third-party logistics providers. Its proposition is to help customers extract more capacity from existing premises through storage systems designed around the way their businesses operate.  Marketing & Export Director of  Global Steel Engineering (M) Sdn. Bhd. – Chin Kok Yoon, Dennis  With a strong presence in Selangor and the Klang Valley, the company provides structural design, three-dimensional layouts, load specifications, supply and installation. Its portfolio includes heavy-duty pallet and cantilever racking, alongside configurations intended for denser storage requirements.  The underlying problem is often accumulated rather than sudden. As businesses grow, additional stock finds temporary positions that become permanent. Walkways narrow, retrieval becomes slower and forklift operators spend more time navigating obstacles. Eventually, a layout problem begins to look like a property problem.  Reorganising that environment can change the calculation. Using vertical space more effectively may allow a company to hold additional inventory without immediately expanding its physical footprint. The financial benefit, however, depends on whether the resulting layout also supports efficient movement.  Storage density alone is an incomplete measure of performance. A warehouse can accommodate more pallets and still become harder to operate. If retrieving one item requires repeatedly moving others, the apparent capacity gain comes with a recurring cost in labour and handling time.  Global Steel Engineering therefore places greater emphasis on planning before equipment is supplied. Product dimensions, load requirements, retrieval frequency and forklift movements inform the design. The aim is to establish how additional storage will function during an ordinary working day, rather than simply demonstrate how much steel can fit inside a building.  Different configurations involve different compromises. Double-deep and drive-in systems can suit particular storage needs, while other operations require more immediate access to individual loads. The appropriate choice depends on stock profiles, handling equipment and the pace at which goods move through the facility.  This makes the supporting infrastructure important. Racking concentrates weight at specific points, bringing floor condition and levelness into the planning process. The company describes a broader approach that considers slab integrity and floor maintenance, including epoxy coatings, alongside the storage installation.  Its CIDB Grade G3 registration forms part of its credentials as a local contractor. The wider proposition rests on coordinating design, material supply and installation, giving customers a single partner across stages that might otherwise be managed separately.  For smaller and mid-sized operators, that coordination can be commercially useful. They need technical capability, but also a supplier responsive to budgets, installation schedules and the practical constraints of an occupied warehouse.  Delivery is consequently as important as design. An installation must account for incoming goods, ongoing dispatches and the people working around the site. Poor sequencing can disrupt the operation whose efficiency the investment is meant to improve.  Global Steel Engineering’s strategic direction places greater attention on this relationship between storage equipment and facility performance. Its opportunity is to become involved earlier in customer decisions, when layouts and operating requirements can still be shaped, rather than compete solely on the price of racks.  Maintaining that position as workloads increase requires consistent execution. Clear specifications, documented procedures and communication between planning and installation teams help preserve quality when several projects are running simultaneously.  For customers, the investment case extends across the system’s working life. Purchase price matters, but so do accessibility, maintenance, potential reconfiguration and the suitability of the installation for changing stock requirements.  The most persuasive result is a warehouse that accommodates growth while remaining straightforward to operate. Before a business signs for more space, it may be worth establishing whether its existing building has reached its limit—or whether its layout has. The distinction can materially change the cost and timing of its next expansion decision.   

Landmark buildings are remembered for their height, design and presence on a skyline. Less visible are the components that help them withstand movement, accommodate foot traffic and remain usable over time. For Sun Synergy, those details form the foundation of a specialist distribution business.  Operating in Malaysia since 1999, the company supplies architectural building materials to architects, interior designers, contractors and specialist installers. Its portfolio includes Latham Australia’s mechanical expansion joints, Progress Profiles Italy’s tile installation accessories and profiles, and Vexcolt’s entrance flooring and tactile indicators.  Managing Director of Sun Synergy Sdn. Bhd. – Ng Cheong Foo Its project references include the Petronas Twin Towers, Merdeka 118, TRX, Pavilion, IOI City Mall and Malaysia’s MRT and LRT networks. These projects illustrate the market it serves: buildings and infrastructure where technical performance must endure long after construction ends.  The underlying problem is straightforward. Buildings expand, contract and shift. Without properly designed joint systems, that movement can contribute to cracked finishes, water ingress and costly repairs. Entrance systems and tactile indicators address another practical requirement: helping people move safely and confidently through public spaces.  Sun Synergy says the market has changed substantially since engineered expansion joints first gained traction locally. Product awareness has improved, while cheaper alternatives have intensified competition. Availability alone offers little protection for a distributor.  Its response is to compete through technical advice. Reading architectural drawings, discussing movement requirements and helping consultants resolve details at the design stage create opportunities that a product catalogue cannot secure.  That approach also determines which opportunities it pursues. Projects offering early specification engagement receive attention and resources. Tenders decided almost entirely on price are less attractive, particularly where winning would undermine margins or relationships with established principals.  The financial record reflects that selective approach. Audited revenue rose from RM3.16 million in FY2022 to RM4.11 million in FY2023, before settling at RM4.00 million in FY2024. The company regards maintaining that position through commodity disruption, freight volatility and material cost pressures as a meaningful achievement.  Its next challenge is to broaden its offering without weakening its positioning. Sun Synergy is introducing cost-competitive Chinese product lines for budget-sensitive projects, while retaining its premium portfolio. Managing that balance will require clear product selection and consistent technical support.  The company sees infrastructure development and commercial fit-outs as sources of future demand. Accessibility and green building requirements are also influencing customer decisions. Converting those opportunities into sustainable earnings, however, depends on securing the right specifications early and maintaining the resources needed to support projects through completion and subsequent maintenance.  People remain a constraint. Technical sales staff must understand drawings and communicate credibly with consultants, skills the company says are difficult to recruit. It has sent employees to Latham Australia for factory training and plans further training with Progress Profiles Italy.  The business has consequently remained small and specialised, supported by MYOB for finance and Rework CRM for sales. Working capital demands equal attention: larger construction projects can bring longer payment cycles, making sales growth an incomplete measure of business health.  Accountability is another part of its proposition. Sun Synergy handles warranty and technical matters directly with its principals, giving customers one point of contact when problems arise. Directors remain personally accessible, an arrangement intended to simplify resolution across complex project teams.  Internally, its sustainability efforts are developing. Rooftop solar at its headquarters and electric vehicles used by three directors represent initial investments. The company acknowledges that a formal ESG policy and carbon baseline remain to be established.  Its regional ambition centres on Indonesia, Brunei and Thailand. Expansion, however, depends on building stronger foundations at home: more specification sales capability, financing suited to longer project cycles, and documented training, ESG and operating processes.  For a business built around managing movement, the next step requires careful preparation. Its ability to carry technical expertise across borders will matter as much as the products it takes with it. Regional growth will test whether its personal service model can operate consistently across a wider market.   

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.