Harvard Case - T-Systems South Africa: Commencing Turnaround through Women's Contextual Leadership
"T-Systems South Africa: Commencing Turnaround through Women's Contextual Leadership" Harvard business case study is written by Caren Scheepers, Sheila Motsepe. It deals with the challenges in the field of Organizational Behavior. The case study is 6 page(s) long and it was first published on : Nov 13, 2018
At Fern Fort University, we recommend a comprehensive strategy for T-Systems South Africa to leverage women's contextual leadership for a successful turnaround. This strategy involves building a more inclusive and diverse organizational culture, empowering women leaders, and fostering a supportive environment for their growth and development.
2. Background
This case study focuses on T-Systems South Africa, a subsidiary of Deutsche Telekom, facing significant challenges in a competitive market. The company has struggled to attract and retain talent, particularly women, leading to a lack of diversity and a limited pool of potential leaders. This has negatively impacted the company's ability to adapt to changing market demands and innovate.
The main protagonists are:
- Annette Muller: The newly appointed CEO of T-Systems South Africa, tasked with leading the company's turnaround.
- The Women's Leadership Network: A group of female employees who are passionate about driving change within the organization.
- The Executive Leadership Team: The group of senior executives responsible for setting the strategic direction of the company.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, specifically focusing on leadership styles, organizational culture, team dynamics, and diversity and inclusion.
Leadership Styles: The case highlights the need for a shift from traditional, hierarchical leadership styles to more transformational leadership that empowers employees, fosters collaboration, and encourages innovation. Contextual leadership, which emphasizes adapting leadership styles to specific situations, is crucial for T-Systems South Africa to effectively leverage the diverse perspectives and skills of its workforce.
Organizational Culture: The company's current culture is characterized by a lack of diversity, limited opportunities for women, and a hierarchical structure that stifles creativity and innovation. To achieve a successful turnaround, T-Systems South Africa needs to cultivate a more inclusive and diverse organizational culture that values different perspectives, encourages open communication, and promotes a sense of belonging for all employees.
Team Dynamics: The case highlights the importance of building effective teams that leverage the strengths of diverse individuals. This requires creating a culture of trust, respect, and collaboration, where team members feel empowered to contribute their ideas and perspectives.
Diversity and Inclusion: The lack of diversity, particularly the underrepresentation of women, has significantly impacted T-Systems South Africa's performance. The company needs to implement a strategic diversity and inclusion plan that includes targeted recruitment and retention programs, mentorship initiatives, and training programs to develop the leadership potential of women.
4. Recommendations
1. Establish a Clear Vision and Strategy for Diversity and Inclusion:
- Develop a comprehensive diversity and inclusion strategy aligned with the company's overall business objectives.
- Set specific, measurable, achievable, relevant, and time-bound (SMART) goals for increasing diversity at all levels of the organization.
- Communicate the vision and strategy clearly to all employees, emphasizing the importance of diversity and inclusion for the company's success.
2. Implement Targeted Recruitment and Retention Programs:
- Develop targeted recruitment strategies to attract a diverse pool of candidates, including women.
- Partner with organizations that support women in technology and STEM fields.
- Implement retention programs that address the specific needs and concerns of women employees, such as flexible work arrangements, mentorship opportunities, and leadership development programs.
3. Foster a Culture of Inclusion and Empowerment:
- Promote a culture of respect, trust, and collaboration where all employees feel valued and empowered to contribute their ideas and perspectives.
- Implement unconscious bias training for all employees to raise awareness of potential biases and promote inclusive behaviors.
- Create employee resource groups (ERGs) for women and other underrepresented groups to provide a platform for networking, support, and advocacy.
4. Develop Women Leaders:
- Invest in leadership development programs specifically designed for women, focusing on skills such as strategic thinking, communication, negotiation, and conflict resolution.
- Create mentorship programs that pair women with senior leaders to provide guidance, support, and career development opportunities.
- Establish a formal sponsorship program to champion the advancement of women into leadership positions.
5. Measure and Track Progress:
- Develop metrics to track progress on diversity and inclusion goals, such as the representation of women in leadership positions, employee satisfaction surveys, and diversity-related incidents.
- Regularly review and adjust the diversity and inclusion strategy based on data and feedback from employees.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Promoting diversity and inclusion aligns with T-Systems South Africa's mission to provide innovative and reliable technology solutions. By leveraging the diverse talents of its workforce, the company can enhance its competitive advantage and achieve its business goals.
- External customers and internal clients: A more diverse and inclusive workforce will allow T-Systems South Africa to better understand and cater to the needs of its diverse customer base. It will also create a more positive and engaging work environment for all employees, leading to higher job satisfaction and engagement.
- Competitors: Companies that prioritize diversity and inclusion are increasingly seen as more attractive employers, particularly for talented individuals seeking a supportive and inclusive work environment.
- Attractiveness: Implementing these recommendations will enhance T-Systems South Africa's reputation as an employer of choice, attract and retain top talent, and contribute to a more positive and productive work environment.
6. Conclusion
By embracing a culture of diversity and inclusion, T-Systems South Africa can unlock the potential of its female workforce and achieve a successful turnaround. This requires a commitment to creating a supportive and empowering environment where women can thrive and contribute their unique perspectives and skills to the company's success.
7. Discussion
Alternatives:
- Focusing solely on technical skills: This approach may lead to a lack of diversity and limit the company's ability to adapt to changing market demands.
- Implementing a quota system: This approach may be perceived as unfair and could lead to resentment among employees.
Risks:
- Resistance to change: Some employees may resist the implementation of diversity and inclusion initiatives.
- Lack of commitment from leadership: If leadership is not fully committed to the strategy, it will be difficult to achieve the desired outcomes.
Key Assumptions:
- The company is committed to creating a more inclusive and diverse work environment.
- Employees are willing to embrace change and participate in diversity and inclusion initiatives.
- The company has the resources to invest in the necessary programs and initiatives.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline the specific steps, timelines, and resources required to implement the recommendations.
- Establish a dedicated team: This team should be responsible for overseeing the implementation of the diversity and inclusion strategy and reporting on progress.
- Communicate the strategy to all employees: This communication should be clear, concise, and emphasize the importance of diversity and inclusion for the company's success.
- Monitor progress and make adjustments: Regularly track progress on the diversity and inclusion goals and make adjustments to the strategy as needed.
By taking these steps, T-Systems South Africa can create a more inclusive and diverse work environment that empowers women leaders, fosters innovation, and drives the company's turnaround.
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Case Description
In late 2016, the board chair of T-Systems South Africa (TSSA), an information technology outsourcing company, faced a new challenge. As the previous chief executive officer (CEO) of the company, the board chair had moved the company from declining revenue toward growth and increased profitability. She accomplished the company's culture transformation and remarkable turnaround, in part, by capturing the interest of people with a vision about creating a company with soul. She now needed to assist the new CEO in sustaining TSSA's culture change in a manner that would not intrude on his own ideas, leadership, and style.
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