Harvard Case - Dena Almansoori at e&: Fostering Culture Change at a UAE Telco Transforming to a Global Techco
"Dena Almansoori at e&: Fostering Culture Change at a UAE Telco Transforming to a Global Techco" Harvard business case study is written by Emily Truelove, Michelle Zhang, Alpana Thapar. It deals with the challenges in the field of Organizational Behavior. The case study is 25 page(s) long and it was first published on : Apr 18, 2023
At Fern Fort University, we recommend a multi-pronged approach for Dena Almansoori to successfully transform e& from a traditional telco into a global techco. This approach focuses on building a strong foundation of organizational culture, leadership development, and employee engagement to drive innovation, attract top talent, and foster a global mindset.
2. Background
e& is a leading telecommunications company in the United Arab Emirates (UAE) undergoing a significant transformation to become a global technology company. Dena Almansoori, the new CEO, faces the challenge of fostering a culture of innovation, agility, and collaboration to compete effectively in the evolving tech landscape. The case study highlights the existing hierarchical structure, siloed departments, and a lack of risk-taking culture as obstacles to change.
The main protagonists are Dena Almansoori, the new CEO, and her leadership team, who are tasked with driving the transformation. The case study also focuses on the employees, who are a diverse group with varying levels of experience and perspectives on the change.
3. Analysis of the Case Study
The case study can be analyzed through the lens of organizational change management and leadership development.
- Organizational Change Management: e& is facing a complex organizational change with a significant shift in its core business and identity. The company needs to move from a traditional, hierarchical, and risk-averse culture to one that embraces innovation, agility, and collaboration. This requires a structured approach to change management, including:
- Communication: Clear and consistent communication about the vision, strategy, and progress of the transformation is critical to building buy-in and reducing resistance.
- Leadership: Strong and visible leadership is crucial to champion the change and inspire employees.
- Training and Development: Employees need to be equipped with the skills and knowledge necessary to succeed in the new techco environment. This includes training in areas like digital technologies, agile methodologies, and cross-functional collaboration.
- Employee Engagement: Engaging employees in the change process, seeking their input, and addressing their concerns is essential to building a sense of ownership and commitment.
- Leadership Development: The success of the transformation hinges on the ability of leaders to adapt their leadership styles and empower their teams. This requires:
- Transformational Leadership: Leaders need to inspire and motivate employees, create a shared vision, and foster a culture of trust and collaboration.
- Developing Leadership Skills: Leaders need to be equipped with the skills to lead change, manage conflict, build high-performing teams, and foster innovation.
- Mentorship and Coaching: Providing opportunities for mentorship and coaching can help leaders develop their skills and build a pipeline of future leaders.
4. Recommendations
To successfully transform e& into a global techco, Dena Almansoori should implement the following recommendations:
1. Culture Transformation:
- Define and Communicate the New Culture: Clearly articulate the desired culture of innovation, agility, and collaboration. This should be communicated through various channels, including town hall meetings, internal newsletters, and online platforms.
- Empowerment and Autonomy: Decentralize decision-making and empower employees to take initiative and innovate. Implement flexible work arrangements and agile methodologies to foster a more collaborative and responsive work environment.
- Reward and Recognition: Develop a performance management system that aligns with the new culture and rewards behaviors that support innovation and collaboration. Recognize and celebrate successes, both big and small.
- Diversity and Inclusion: Create a diverse and inclusive workplace that attracts and retains top talent from various backgrounds and perspectives. Implement initiatives to promote diversity and inclusion, such as mentorship programs and unconscious bias training.
2. Leadership Development:
- Develop Transformational Leaders: Invest in leadership development programs that focus on developing transformational leadership skills, including vision setting, communication, coaching, and building high-performing teams.
- Mentorship and Coaching: Establish a robust mentorship program that pairs senior leaders with emerging leaders to provide guidance, support, and development opportunities.
- Leadership Rotation: Implement a rotation program that allows leaders to gain experience in different departments and functions, fostering a broader understanding of the business and its challenges.
- Leadership Accountability: Hold leaders accountable for driving the cultural change and fostering a positive work environment.
3. Employee Engagement:
- Open and Transparent Communication: Encourage open dialogue and feedback from employees at all levels. Implement regular surveys and feedback mechanisms to gather insights and address concerns.
- Employee Recognition and Rewards: Develop a comprehensive employee recognition and reward program that acknowledges and celebrates employee contributions.
- Work-Life Balance: Promote a healthy work-life balance by offering flexible work arrangements, generous leave policies, and wellness programs.
- Employee Development: Invest in employee development programs that provide opportunities for growth and skill development, including training in digital technologies, agile methodologies, and cross-functional collaboration.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with e&'s mission to become a leading global techco by fostering a culture of innovation, agility, and collaboration.
- External Customers and Internal Clients: The recommendations focus on creating a customer-centric culture that prioritizes innovation and responsiveness to meet the evolving needs of customers and internal clients.
- Competitors: The recommendations aim to position e& as a strong competitor in the tech industry by attracting and retaining top talent, fostering a culture of innovation, and embracing digital technologies.
- Attractiveness: The recommendations are expected to improve e&'s attractiveness to investors and potential employees by demonstrating a commitment to innovation, growth, and a positive work environment.
6. Conclusion
By implementing these recommendations, Dena Almansoori can successfully transform e& from a traditional telco into a global techco. The focus on building a strong foundation of organizational culture, leadership development, and employee engagement will drive innovation, attract top talent, and foster a global mindset, ultimately positioning e& for continued success in the evolving tech landscape.
7. Discussion
Alternatives:
- Mergers and Acquisitions: e& could consider acquiring smaller tech companies to gain access to new technologies, talent, and markets. However, this approach carries significant risks and requires careful due diligence.
- Joint Ventures: e& could partner with other tech companies to develop new products and services. This approach can provide access to new markets and expertise but requires careful negotiation and management of partnerships.
Risks and Key Assumptions:
- Resistance to Change: Employees may resist the change process, especially those who are comfortable with the existing culture. This requires a strong communication strategy and clear articulation of the benefits of the transformation.
- Talent Acquisition: Attracting and retaining top talent in the competitive tech industry is a key challenge. e& needs to develop a strong employer brand and offer competitive compensation and benefits packages.
- Technological Advancements: The tech landscape is constantly evolving, and e& needs to stay ahead of the curve by investing in research and development and adapting to new technologies.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline the specific actions, timelines, and resources required to implement the recommendations.
- Communicate the change vision: Clearly communicate the vision, strategy, and benefits of the transformation to all employees.
- Launch leadership development programs: Implement programs to develop transformational leaders and equip them with the skills needed to drive change.
- Implement employee engagement initiatives: Introduce initiatives to foster employee engagement, including open communication channels, recognition programs, and development opportunities.
- Monitor progress and make adjustments: Regularly monitor progress and make adjustments to the implementation plan as needed.
By taking these steps, Dena Almansoori can successfully lead e& through its transformation and establish the company as a leading global techco.
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Case Description
Dena Almansoori, the first female and one of the youngest members of the United Arab Emirates-based e&'s leadership team, joined in 2020 just before e& began a strategic transition from being a regional telecommunications company to becoming a global technology company. As the group's chief HR officer, Almansoori had a key role to play in this transition. Her mandate was to build a culture that was a "magnet" for top global talent, such that e& would compete with the likes of Amazon and Google not only for customers, but employees too. Many deemed this to be a radically ambitious goal. When Almansoori entered, the company had never had a town hall meeting; e& did not have standardized benefits for employees; employees called their managers by titles not names and needed their approval to apply for internal jobs. However, in two short years, Almansoori and other leaders had made "seismic" changes to the 70,000-person organization's strategy, structure, talent profile, and people processes. Changing the "extremely hierarchical culture" that Almansoori saw as antithetical to being a tech company was a slower process. To speed it up, in a radical move for the organization and region, Almansoori rolled out a new internal mobility policy that encouraged employees to apply for internal jobs without asking their manager's permission. It was a symbolic gesture of "taking control away from leaders and putting it in the hands of employees" and a mechanism for altering manager-employee interactions-an area Almansoori could not directly control. In contrast, her other HR initiatives did not directly impact power dynamics inside e&.
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