Changing corporate culture at vodafone

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Changing corporate culture at vodafone

OD deals with planned, episodic change but is an adaptive process for planning and implementing change in the same time. Focused on a core set of humanistic, democratic and developmental values Palmer et alOD interventions may target changes in the organizational structure, mission, strategy, leadership or culture of a firm and wish to improve organizational effectiveness Burke and Bradford All this is the reason why Palmer et al.

The coach, used as a metaphor, understands managing and thus implementing change as shaping capabilities inside a system. Possible actions might include the introduction of self-managed teams, quality circles and various methods for implementing and diagnosing change in connection with action research.

This model contains the following steps: In the following I will use this model to describe implications of the above introduced coach image when managing change. As explained earlier, the first phase of managing change is meant to unfreeze the status quo and establish the prerequisites for change Palmer et al.

Speaking in terms of OD, this includes the identification of the problem, subsequent engagement in a collaborative dialogue with an OD practitioner as well as gathering data for an initial diagnosis.

According to the managing change image of the coach, classical OD interventions involve the top of the organization and are planned, action-oriented long-term undertakings Palmer et al. Referring to the initial situation Changing corporate culture at vodafone Vodafone in the mids the company was facing an increased competition in the telecommunication market.

Knowing about the necessity for a change, Senior Management started an initial dialogue with HR specialists of the firm. As a result of this collaborative dialogue with OD practitioners Palmer et al.

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This was involving employees on different levels in the organization and resulted in more detailed information about the problem in the same time, which enabled the Management to detailed planning of necessary initiatives.

The result clearly showed that the current culture was blocking teamwork and mutual accountability and employees wanted to be more included in decision making as well as participate in information exchange Eaton and Brown After the diagnosis actions are identified and implemented.

As Palmer et al. It means the coach image centres on altering attitudes and behaviours to effect the intended change and accordingly supportive should be the actions that are implemented.

For Vodafone this meant that a number of initiatives were implemented, including the development of shared values, the introduction of IT systems that shared and exchanged information inter-divisional learning as well as setting up a team-building program Eaton and Brown As a major support to all initiatives Vodafone implemented a leadership coaching program.

The goal was to teach top manager skills to conduct performance reviews, help employees to set goals, and general team coaching Eaton and Brown Managers became change agents and sills training was used to reinforce and accelerate the change initiatives.

Yet another advantage of using this method of supporting the transition to new methods was dissemination of information and individual objectives needed to create cultural change were actually carried out Eaton and Brown The image of coach to managing change is also partly based on assumptions of group dynamics Palmer et al.

That means if one property of a system is changed or trained differently in the caseit will activate connected parts of the system to change as well. This takes place after new behaviors have been incorporated into social and organizational relationships Palmer et al.

As mentioned earlier, managing a change according to the coach image is a long term undertakings. For the case of Vodafone the refreezing phase only was reached after a management of mutual accountability, delegation and empowerment was established Eaton and Brown The result of the program became visible and managers began to trust more in teams and these teams started to solve problems themselves because feeling more confident.

Even though, the change is implemented as intended, review seminars provide further data on possible follow up actions. Referring to Vodafone review seminars were held a couple of month after the leadership coaching program was finished.

As Eaton and Brownp. However, as mentioned previously, the coach image regards changes as affecting an interrelated system rather than only a single, closed entity. It holds high values as growth, self-realization and involvement as well as integrity.

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Maybe an organizational culture does not change all of a sudden but giving a right foundation to an evolutionary change could make this change more sustainable.Jul 23,  · Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for changing minds will need to be put in play.

However the order in which they deployed has a critical impact on the likelihood of success. Change triggers emotions as employees experience the processes and outcomes of organizational transformation. An organization's affective culture, which shapes the way emotions are experienced and.

Here’s a quick video summarising how Vodafone processes our customers’ data. ORGANIZATIONAL CULTURE, ORGANIZATIONAL CHANGE AND EMOTIONS: A QUALITATIVE STUDY Roy K Smollan, Auckland University of Technology, Auckland, New Zealand organizational culture, organizational change, emotions, qualitative research.

Introduction. When Vodafone New Zealand acquired an internet service provider to enter a new market its. Find out which law firms are representing which Equity capital markets clients in London using The Legal 's new comprehensive database of law firm/client nationwidesecretarial.comtly search over , relationships, including over 83, Fortune , 46, FTSE and 13, DAX 30 relationships globally.

Access is free for in-house lawyers, and by subscription for law firms. Suggest the ways of handling resistance or objection from staff or other barriers in the process of change.

Changing corporate culture at vodafone

Introduction Corporate Culture is an observable, powerful force in any organisation. It is made up of its members' shared values, beliefs, symbols and behaviours (Ott,).

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