Vodafone Group Plc, is a British multinational telecommunications corporation, as well as the world’s second-largest mobile telecommunications company measured by both subscribers and 2011 revenues (TNI Bureau, 2012). With no exception to Vodafone, the majority of telecommunications corporations face both technological and administrative changes regularly due to the telecommunication industry’s rapid innovation. Vodafone owns and operates networks in over 30 countries and has partner networks in over 40 additional countries. Successfully leading and sustaining change within the organization would require a critical arrangement of planning and proper work co-ordination from all levels of management and leadership. The term “survival of the fittest” (Spencer, 1864) is suitably applied to the change process for organizations; the same as in the life of a person, those who are the most fit or in this case the most adapt at leading and sustaining change would be the most likely to survive the necessary changes and emerge into a stronger and more successful organization. Vodafone has taken the first of many important steps required in being able to lead successfully and sustain change within their organization. For instance, Vodafone recognized the need for change created by external forces, such as the technological advancements of the industry. Hence, the first 3G voice call was made on Vodafone United Kingdom’s 3G network in April 2001. In addition, Vodafone realized that the importance of addressing the technological developments and the internal forces that generate the needs for change before any changes could take place. Vodafone’s top management recognised the significance on gathering the information necessary to optimize flexibility, promote innovation and sustain to address the internal forces that have created a need for change. Through the SWOT analysis on Vodafone, the strengths and weaknesses of the organization would be clearly identified, which enables the top executives to lead change in the organization successfully. Vodafone possesses the strengths over highly developed network infrastructure across diversified geographical regions; as well as the establishment of powerful brand image within the industry. According to a Mintel report released in 2010, Vodafone is the most trusted service brand owing to its excellent signal strength and efficient services (MarketLine, 2012). In contrast, Vodafone allocates insufficient network development in certain regions, particularly in rural areas. In terms of the foreseeing opportunities, Vodafone could invest in the research and development over new mobile technologies, in order to improve the accessibility to a wider range of users. As in the threats holding against Vodafone, it is to be considered that the telecommunication industry is highly competitive across the globe, which is seen as an obstacle for the company expansion. Therefore, long term and sustainable growth is a critical element to be concerned with, when taking into the consideration for the company development. Through conducting an employee satisfaction survey and climate survey, Vodafone was able to determine where the strongest and weakest areas internally, then concentrate on resolving the weakest areas by identifying the causes which holding back the development. The goal of the top executives of Vodafone is to address the weakest areas in an effort, to strengthen those areas in order to insure that all areas of the organization have the necessary skills and implements to make the necessary changes required. By strengthening the weakest areas Vodafone is ensuring that the organization is better able to sustain change. As with any organizations contemplating change, Vodafone should not only consider what changes are necessary, but also consider the effect these changes would have on the organizational culture or what effect the organizational culture would have on the changes. The change model that...
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