By Audreyanna Thomas

It was Albert Einstein who said that ‘we can’t solve problems by using the same kind of thinking we used when we created them’. This quotation by Einstein is extremely important to the leadership of GuySuCo as they seek to craft a New GuySuCo. The Corporation is changing. It should be noted that the change is mainly externally motivated and much of it is outside of the control of GuySuCo but nevertheless, it has been accepted that the change cannot be avoided or prevented, therefore a key question is, how can GuySuCo manage the change process? Change being a movement from a current state, through a transition state and to a future state.
As GuySuCo goes through the movement of change to evolve into the New GuySuCo, one of the most difficult but yet necessary focus area, is to develop a ‘mobilized GuySuCo community’. Programmes are being implemented to mobilize its employees, the Unions, customers, suppliers and other stakeholders around a common goal and developing shared values and purpose among these various interest groups.
The responses to the change thus far have been mixed. Some stakeholders have embraced the change and have been making the necessary adjustments, it has been recognized that others may take some time to change, while on the other hand, some stakeholders are reluctant and, there is a possibility that some of them may never accept the change.
Managing the change process
The Corporation has recognized that fundamental to managing the change process effectively, there is need for a clear vision and direction to be laid out. It has to mobilize stakeholders around a common goal. Hence the common goal is to increase efficiencies – production and productivity in its current core business – sugar; and the diversification programme will include; aquaculture, fruit crops, livestock and dairy farming and rice cultivation.
As one of largest entities in Guyana, GuySuCo has both primary and secondary stakeholders with varying levels of interest in the viability and sustainability of the Corporation. The primary stakeholders are: The Government of Guyana, Board of Directors, management, employees, customers and suppliers. The secondary stakeholders are: Cane farmers, families of employees, investors, trade unions, communities, members of the public, private sector, civil society and international organizations. Therefore GuySuCo is very cognizant of the impact change will have on all of these stakeholders, hence, the corporate strategy targets all stakeholders and is designed to address the various levels of responses to the change that’s taking place. A challenge for the Corporation is first of all, getting the buy-in from stakeholders on the new direction in which it is heading; if stakeholders do not buy-in to the new direction, it will not prevent the change from happening but could have negative effects on the Corporation’s ability to rebound in a short timeframe which can have severe impact on the business.
GuySuCo as an employer is not only caring but caters for addressing many of the needs of its employees so that they can develop to be the highest quality person and contribute towards the Corporation as best as they can. Employees have to see themselves as a key component in the change process. Each and every employee of the Corporation has to develop a sense of ownership and make a commitment to increasing production and productivity and ensuring a prosperous future for sugar and the Corporation.
Disciplined Corporation
As the debate continues on GuySuCo and the future of the Corporation, it is imperative that interested parties channel energies and resources in the right direction. Rebounding would demand a GuySuCo that is being rebuilt on sound organizational, business and moral principles. It is fundamental that there is a clear understanding of how principles are interconnected and their importance and relevance to the desired outcomes which the Corporation would like to achieve. For example, the more effort employees put into the Second Crop, the higher the possibility of achieving the target set, likewise reduce effort, would ultimately result in reduced targets. Employees have to make wise decisions in the best interest of themselves, their families, their communities and the Corporation.
Finally, GuySuCo has a very good chance of re-bounding; however, it would require a highly mobilized and disciplined community. (Audreyanna Thomas is a Senior Communications Officer at the Guyana Sugar Corporation)