Harvard Case - Dena Almansoori at e&: Fostering Culture Change at a UAE Telco Transforming to a Global Techco (Abridged)
"Dena Almansoori at e&: Fostering Culture Change at a UAE Telco Transforming to a Global Techco (Abridged)" 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 14 page(s) long and it was first published on : Apr 18, 2023
At Fern Fort University, we recommend a multi-pronged approach to guide Dena Almansoori in fostering a culture change at e& that aligns with the company's transformation from a traditional telco to a global techco. This approach focuses on building a strong foundation of leadership development, employee engagement, and organizational learning to drive innovation, agility, and a customer-centric mindset.
2. Background
This case study follows Dena Almansoori, the newly appointed CEO of e&, a leading telecommunications company in the UAE. Facing a rapidly evolving technological landscape, e& aims to transform itself into a global technology company (techco) by expanding its services beyond traditional telecommunications. To achieve this ambitious goal, Dena recognizes the need for a significant cultural shift within the organization.
The main protagonist is Dena Almansoori, who faces the challenge of leading this cultural transformation. She needs to navigate various internal and external factors, including:
- Resistance to change: Employees accustomed to a traditional telco culture may resist the shift towards a techco mindset.
- Lack of innovation: The existing culture may be slow to adapt to new technologies and market demands.
- Talent gap: Hiring and retaining tech-savvy talent is crucial for the company's success.
- Competition: The global tech landscape is highly competitive, requiring e& to be agile and innovative.
3. Analysis of the Case Study
This case study can be analyzed through the lens of Organizational Change Management framework, focusing on the following aspects:
- Unfreeze: Dena needs to create a sense of urgency and dissatisfaction with the current state by highlighting the competitive landscape and the need for transformation. This can be achieved through clear communication of the vision and strategy for becoming a techco.
- Change: Dena needs to implement the change by introducing new processes, structures, and technologies. This involves:
- Leadership Development: Investing in training programs for existing leaders to develop the necessary skills for leading a tech-focused organization.
- Employee Engagement: Creating a culture of open communication, collaboration, and empowerment to encourage employees to embrace the change.
- Organizational Learning: Encouraging a culture of continuous learning and experimentation to adapt to the rapidly changing tech landscape.
- Refreeze: Dena needs to solidify the new culture by reinforcing desired behaviors, celebrating successes, and integrating the new values into the organization's identity.
Furthermore, the case study highlights the importance of Leadership Styles in driving cultural change. Dena's leadership style should be Transformational - inspiring employees to embrace the vision and empowering them to contribute to the transformation.
4. Recommendations
To successfully guide e& through this transformation, Dena should implement the following recommendations:
1. Establish a Clear Vision and Strategy:
- Communicate the vision: Dena should clearly articulate the company's vision for becoming a global techco and the benefits of this transformation for employees and stakeholders.
- Develop a comprehensive strategy: This strategy should outline the key changes needed in organizational structure, processes, and culture to achieve the vision.
2. Develop a Strong Leadership Team:
- Identify and develop leaders: Invest in leadership development programs to equip existing leaders with the skills needed to lead in a tech-focused environment.
- Recruit and retain tech-savvy leaders: Attract and hire leaders with experience in the tech industry to provide the necessary expertise and vision.
3. Cultivate a Culture of Innovation and Agility:
- Encourage experimentation: Create a safe space for employees to experiment with new ideas and technologies without fear of failure.
- Embrace a data-driven approach: Promote a culture of data analysis and decision-making based on insights.
- Foster collaboration and cross-functional teams: Encourage collaboration between different departments and teams to break down silos and accelerate innovation.
4. Invest in Talent Acquisition and Development:
- Develop a robust talent acquisition strategy: Focus on attracting and retaining tech-savvy talent through competitive compensation and benefits packages, flexible work arrangements, and opportunities for professional development.
- Implement a comprehensive talent management program: Provide opportunities for employees to develop their skills and advance their careers within the organization.
5. Promote Diversity and Inclusion:
- Create an inclusive culture: Embrace diversity in thought, background, and experience to foster a more innovative and dynamic workforce.
- Implement policies to promote diversity and inclusion: Ensure equal opportunities for all employees, regardless of gender, ethnicity, or background.
6. Leverage Technology and Analytics:
- Invest in technology infrastructure: Upgrade technology systems and platforms to support the company's transformation into a techco.
- Utilize data analytics: Use data to understand customer behavior, market trends, and employee performance to make informed decisions.
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 technology company by focusing on innovation, agility, and talent development.
- External customers and internal clients: The recommendations address the needs of both external customers, who expect innovative and tech-driven solutions, and internal clients, who require a supportive and empowering work environment.
- Competitors: The recommendations aim to make e& more competitive in the global tech landscape by focusing on talent acquisition, innovation, and agility.
- Attractiveness - quantitative measures: The recommendations are expected to drive long-term growth and profitability through increased customer satisfaction, improved employee engagement, and enhanced innovation.
6. Conclusion
By implementing these recommendations, Dena Almansoori can successfully lead e& through its transformation into a global techco. By fostering a culture of innovation, agility, and employee engagement, e& will be well-positioned to compete in the rapidly evolving tech landscape and achieve its ambitious goals.
7. Discussion
Other alternatives not selected include:
- Outsourcing: While outsourcing certain functions could be cost-effective, it may lead to a loss of control and potentially hinder the development of internal expertise.
- Acquisition: Acquiring existing tech companies could accelerate the transformation process, but it poses risks such as integration challenges and cultural clashes.
Key risks associated with the recommendations include:
- Resistance to change: Employees may resist the cultural shift, requiring effective communication and change management strategies.
- Talent acquisition challenges: Attracting and retaining top tech talent in a competitive market can be difficult.
- Integration challenges: Integrating new technologies and processes into the existing infrastructure can be complex.
8. Next Steps
To implement these recommendations, Dena should:
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and responsible parties for each recommendation.
- Communicate the plan to employees: Regularly communicate updates and progress to ensure employee buy-in and support.
- Monitor progress and adjust as needed: Continuously evaluate the effectiveness of the recommendations and make adjustments based on feedback and results.
By taking these steps, Dena can successfully guide e& through its transformation and establish itself as a leading global tech company.
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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 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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