Lead People - Not Process

Change is inevitable, but success isn’t. Too many leaders focus on the mechanics of change and ignore the most critical factor: people. Change doesn’t fail because of flawed processes. It fails because employees resist, leaders fail to communicate, and organizations neglect the human element. Focus on people, not process. 

1. Clarity: A Vision People Can Rally Behind
People don’t resist change—they resist uncertainty. Leaders often assume employees will fall in line if they simply announce a change. But without a clear vision, people fill the gaps with fear and speculation. Change must start with clarity. Why is this happening? How will it affect individuals? What does success look like? A well-articulated vision provides direction, fosters trust, and creates alignment across the organization.

2. Communication: More Than Just Announcements
Most change initiatives fail because leaders treat communication as a one-time event rather than an ongoing dialogue. Sending out an email or holding a town hall isn’t enough. Change requires consistent, transparent, and two-way communication. Employees need to feel heard, not just informed. Create forums for discussion, address concerns openly, and reinforce the message regularly. The more involved people feel, the more committed they become.

3. Commitment: Leaders Must Model the Change
Nothing kills change faster than leaders who don’t walk the talk. If executives or managers aren’t fully committed, employees won’t be either. Change is driven from the top down—leaders must embody the transformation they expect from others. This means demonstrating the new behaviors, making tough decisions, and holding themselves accountable. People don’t follow words; they follow actions.

4. Capability: Equipping People for Success
Resistance isn’t always about attitude; sometimes, it’s about ability. Organizations often assume employees will “figure it out,” but without the right training and support, frustration builds. If people don’t feel equipped to succeed in the new environment, they will default to old habits. Invest in training, mentorship, and resources to ensure employees have the skills and confidence to embrace change.

5. Culture: Embedding Change Into the DNA
Change isn’t a one-time event—it’s a shift in culture. Too often, organizations focus on short-term implementation but fail to integrate change into daily operations. Sustained transformation happens when new behaviors become the norm. Recognize and reward early adopters, embed new practices into company values, and create mechanisms for continuous improvement. When change is woven into the culture, it stops being an initiative and becomes the way things are done.

Lead With People, Not Process
Process alone doesn’t drive change—people do. The most meticulously planned strategies will fail if employees aren’t engaged, equipped, and empowered. Leaders who prioritize clarity, communication, commitment, capability, and culture will not only implement change effectively but will create organizations that are adaptable, resilient, and built for the future.

WeightWatchers Filed For Bankruptcy

WeightWatchers has filed for bankruptcy in the US as it struggles with debt and fierce competition from fat-loss jabs like Ozempic and Mounjaro. The legal process will see $1.15bn (£860mn) of the 60-year-old diet brand's debt written off while it agrees new terms for paying back its lenders.

WeightWatchers began as weekly weight-loss support group meeting with 400 attendees, and eventually gained millions of members across the globe. But demand for its programs has dropped while the popularity of weight-loss drugs such as Wegovy and Zepbound has risen - although the brand does sell weight medications as part of its programs.

The brand reported a net loss of $346m (£260m) last year, while its subscription revenues fell 5.6% compared with the year before. On Tuesday, it reported that subscription revenues in the first three months of 2025 were down 9.3% - although its clinical business, which includes weight-loss medication, saw revenues up more than 57%.

The brand's total liabilities of $1.88bn are greater than the value of its assets. It said it "expects [the] reorganization plan to be confirmed in approximately 40 days and to emerge as a publicly traded company."

WeightWatchers renamed itself "WW" in 2018 as it shifted to focus on promoting health beyond weight-loss.

Subway, the biggest fast-food chain in the United States by store count, is rapidly downsizing. The company shut down over 600 stores nationwide last year, reducing the number of its United States locations to 19,502. This is the least number of Subway locations the chain has had in the US in more than 20 years.

Subway has since 2016 closed more than 7,600 stores in the US. Just in 2024, the company posted a net loss of 631 restaurants. Subway now has fewer than 20,000 stores open in the US for the first time in more than two decades.

Some of the closures were abrupt, and workers were given no chance to get ready. And in Oregon, for one, 23 Subway restaurants closed, leaving 200 employees, who said they received no prior warning, without jobs.

Many things are going wrong for Subway:

Changing Customer Preferences - People are moving away from only eating meat and potatoes with gravy. Today’s consumers are demanding more variety, healthier menu items, and convenience. Subway’s made-to-order sandwiches have been innovative, but the chain has lagged behind rivals selling new and trendy menu items like plant-based choices or
grab-and-go meals.

Competition From Other Chains - Subway is up against stiff competition from fast-food giants including McDonald’s and Starbucks. They have spent heavily to modernize and innovate, and that has made it difficult for Subway to keep pace.

For Franchisees Franchisees have complained about increased expenses, fierce competition and aging stores. Many are barely remaining solvent, which contributes to the increasing number of closures.

Real Estate Shifts - There is less demand for physical storefronts as more of us order online or through delivery apps. In this new world, Subway’s previous approach to opening stores near each other has not been as effective an advantage.

Malaysia Insurers Faces RM4.5 Billion Losses

The Life Insurance Association of Malaysia (LIAM) is working with Bank Negara Malaysia (BNM), the Ministry of Health and the Malaysian Takaful Association (MTA) to develop a basic insurance plan to ease the burden of rising medical costs, particularly for low-income and vulnerable groups

The industry is said to be under immense pressure due to post-pandemic claims surges and persistent medical inflation, which LIAM claimed could reach up to 30%. These estimates are based on two key assumptions – that medical inflation does not ease, and the premium cap remains in place for three years.

Capping Premium Hike - The cap, introduced by BNM as an interim measure, limits annual increases in premiums and contributions for medical and health insurance or takaful products to below 10% for at least 80% of policyholders until the end of 2026.

The takaful sector alone is projected to incur potential losses of RM800 million. At the same time, the broader insurance industry could face up to RM4.5 billion in losses due to uncollected contributions under this pricing control.

In 2023, 25 out of every 100 policyholders were hospitalized, compared to just 10 or 11 per 100 before the pandemic. There was a spike in hospital admissions post-Covid, which has not returned to pre-pandemic levels. This has driven claims up substantially. 

To address the affordability gap, the proposed basic insurance plan would offer more accessible coverage options for those struggling with premium hikes. The basic plan is designed as an alternative for those who want to maintain access to healthcare but are challenged by cost.

The industry also advocates for structural reform in how hospitals charge for services. Currently, hospitals operate on a fee-for-service model, which can incentivize overcharging.

LIAM is proposing a shift towards Diagnosis-Related Group pricing, a fixed-package approach based on diagnosis complexity and comorbidities. This would push providers to manage costs more efficiently while still delivering quality care. LIAM also called for greater price transparency across the healthcare system.

Malaysia Managing Medical Premium

Cost of healthcare steadily rising in Malaysia and more people are beginning to feel the pinch, not just patients, but also those providing medical insurance and takaful coverage. As insurance premiums climb alongside medical inflation, striking a balance between affordability and sustainability has become a growing concern.

Bank Negara Malaysia (BNM) recently introduced a temporary measure aimed at easing the financial burden on policyholders. This is a short-term relief for consumers, it could spell trouble for industry players with the Malaysian Takaful Association (MTA) warning of potential losses of up to RM800 million for the takaful sector.

Managing Premium Hike - BNM’s directive limits the annual premium increase for Medical and Health Insurance/Takaful (MHIT) products to below 10% for at least 80% of policyholders, and will be in effect for the next three years. Although the move is designed to shield consumers from sudden price hikes, it also places significant financial pressure on providers.

Malaysia currently ranks as the third-highest in Asia for medical inflation, making healthcare significantly more expensive year after year. This, in turn, pushes insurers and takaful operators to raise premiums to remain financially viable, something the new cap could now hinder.

The Life Insurance Association of Malaysia (LIAM) has estimated that the insurance industry as a whole could suffer losses of up to RM4.5 billion in uncollected premiums due to the limitations set by BNM.

This is a wake-up call for the industry to explore more innovative and cost-effective healthcare solutions that benefit both providers and consumers in the long term. In the end, while BNM’s move may disrupt the industry in the short term, it could also set the stage for a more affordable, inclusive, and sustainable future in medical protection.

Forever 21 America

Suppliers, vendors and other unsecured creditors of Forever 21 are "getting smoked" under a restructuring plan that envisions paltry recoveries on debts owed by the bankrupt fast fashion retailer.

JC Penney - At a virtual hearing before a Delaware-based U.S. bankruptcy judge, attorney Justin Alberto, who represents a committee of creditors including U.S. and China-based manufacturers and suppliers, added that his committee is continuing to investigate a January deal in which retailer JCPenney acquired Forever 21's parent, known as SPARC Group.

In a court filing last week, the unsecured creditors' committee said the deal essentially obligated Forever 21 and certain corporate affiliates to pay JCPenney's existing debt.

"The outcome of these cases is dire" for unsecured creditors, the committee wrote in the April 10 court filing. "The viability of certain of [Forever 21's] largest vendors and the livelihoods of their employees are on the line."

Forever 21's U.S. operating company in March filed for bankruptcy for the second time in six years, with about $1.6 billion in debt. Its proposed plan to wind down operations and exit bankruptcy would repay unsecured creditors like suppliers and vendors 3% to 6% of their $433 million in claims, according to court filings.

Entities that operate Forever 21 stores outside the U.S. are not bankrupt.

Online Competition - Forever 21 was hurt by weak mall traffic and mounting online competition in the fast-fashion sector. It claimed in court papers that it faced a competitive disadvantage from the "de minimis" exemption, which allows foreign competitors like Shein to import low-value packages from China without paying customs duties.

An executive order earlier this month by U.S. President Donald Trump has put an end to the de minimis exemption on goods from China and Hong Kong, effective May 2.

Authentic Brands Group - a member of the SPARC Group and the owner of Forever 21's intellectual property - has said it may re-license the IP, a move that could keep the Forever 21 brand alive in the U.S. in some capacity.

Stop Bank Selling Insurance Product

The Consumers' Association of Penang (CAP) has urged Bank Negara Malaysia (BNM) to prohibit financial institutions from promoting any form of insurance, particularly investment-linked insurance, within their premises.

The association had received complaints that bank officers were approaching customers within bank premises to promote investment-linked insurance as a 'better investment option offering higher returns than savings or fixed deposits. In most cases, customers were not informed that they were being sold investment-linked insurance, which requires the payment of premiums over a specified number of years.

In one instance, he said, a woman claimed she had clearly informed the bank officer that she did not wish to purchase any insurance, as she was nearing retirement and had limited savings.

Along with those documented by the Ombudsman for Financial Services (OFS, now known as the Financial Markets Ombudsman Service, FMOS), such mis-selling is likely just the tip of the iceberg. Some cases were illogical, with insurance policies sold to elderly individuals who clearly lacked the financial means to continue paying the premiums. In these instances, customers were told to sign up for auto-debit facilities with the bank, and the policy duration would likely outlast the policyholder's lifetime.

CAP is of the view that if a bank wishes to act as an agent for an insurance company, it should operate from a separate premise — not within the bank itself. Conducting such promotions inside the bank gives customers the misleading impression that the bank is offering a savings product.