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Training module on Aspiration driven transformation
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For BSNL internal circulation only
E2-E3
MANAGEMENT
ASPIRATION DRIVEN
TRANSFORMATION
For BSNL internal circulation only
WELCOME
This is a presentation for the E2-E3 MANAGEMENT
Module for the Topic: ASPIRATION DRIVEN
TRANSFORMATION
Eligibility: Those who have got the Upgradation from
E2 to E3.
This presentation is last updated on 17-03-2011.
You can also visit the Digital library of BSNL to see
this topic.
For BSNL internal circulation only
Agenda
Telecom Business Environment
Meeting Challenges of Environment
BSNL Aspiration Driven Transformation
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BSNL Vision - 2007
To become the largest telecom Service Provider in
Asia.
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Mission - 2007
To provide world class State-of-art technology telecom
services on demand at competitive prices.
To Provide world class telecom infrastructure in its
area of operation and to contribute to the growth
of the country's economy
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Dr. Jack Welch Ex CEO of General Electric has
rightly said
If the change outside the organization is faster than
the change within .
The end is in sight
Mission - 2007
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Telecom Growth in India
New Economic Policy 1991
Opening up of Telecom service sector (Mobile –metros)
National Telecom Policy 1994
Telecom, key for development
Inadequacy of public resource to meet demand
Private sector to supplement Govt.
Provide world class telecom service at affordable cost
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Establishment of TRAI (1997)
New Telecom Policy (NTP 99)
– Transition from fixed license fee to revenue share
– Introduction of free competition
– Technology neutral licenses
Creation of BSNL (2000)
Establishment of TDSAT (2000)
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Opening of National & International long distance
Limited mobility allowed to Basic Services (CDMA
spectrum allotted to Basic Service Operators)
Launching of mobile service by BSNL (2002)
Establishment of USO Fund
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Unified Access Service License
Unified License Regime and Technology neutral era
(Nov 2003)
Broadband policy (2004)
Number Portability
MVNO
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Fixed-mobile substitution and convergence
Advancement of access technologies
Convergence between telecom, media and devices
Next wave of growth
Transformation in operations and technology
Voicegoing wireless
Broadband everywhere
Blurring boundaries
Next Billion Consumers
Telco factory
1
2
What will the killer app in India be?India's digital generation
3
5
6
7
Universal mobile telephony and dataUniversal mobile
4
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Wireline Market Share Wireless Market Share
BSNL 75.48 BSNL 11.83
Bharti Airtel 8.23 Bharti Airtel 22.09
Reliance Telecom 3.17 Reliance Telecom 17.62
MTNL 9.44 Vodaphone Essar 17.24
Others 3.68 Tata Indicom 11.20
Idea 11.02
Aircel 6.18
MTNL 0.89
Others 1.93
Sub: Market Share of Telephone Operators in India as on 28.02.2010
Note: Others means Tata Indicaom 3.08%, HFCL Infotel
0.46% and Shyam Telelinks 0..14%
Note: Others means BPL 0.49%, HFCL Infotel 0.06%,
Shyam Telelinks 0.62%, Uninor 0.63% and Stel 0.13%
Wireline Market S hare
B S NL
76%
B harti
Airtel
8%
R elianc e
T elec om
3%
MT NL
9% Others
4%
Wireles s Market S hare
R elianc e
T elec om
18%
Vodaphon
e E s s ar
17%
T ata
Indic om
11%
Idea
11%
B S NL
12%
Airc el
6%
MT NL
1%
O thers
2%
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BSNL financial performance
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BSNL relative performance
Operator Revenue* (in Rs. Crore)
*from web sources/V&D 2006-07 2007-08 2008-09
BSNL 39,715 38,046 35,811
Bharti Airtel 17,888 26,436 36,962
Reliance Comm 14,468 18,638 22,941
Vodafone 10,565 15,477 22,224
Tata Communications 8,857 8,297 9,963
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BSNL revenue breakup
BSNL Revenue Financial Year vise in Rs Crore
Service 04-05 05-06 06-07 07-08 08-09
Landline 21853 20421 16605 12668 9173
Mobile 3792 6433 9264 10579 9828
WLL 347 481 568 618 636
Broadband 4 162 514 916 1756
Circuits 421 530 512 757 960
Receipt from
other
operators
N.A 6972 6146 5655 4304
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QUESTIONS ?
Are all the employees motivated ?
Are mgmt practices conducive to growth ?
Is the Vision statement aligned to reality?
Do all the employees know Vision ?
What fate is expected in next five years?
What makes other operators grow faster?
Is organ structure too bureaucratic ?
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Answer
Change
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Individual Change
Change in the job content
Changes in status
Changes in location
Redundancy
Change in social grouping
Change in conditions of employment
Change in people’s belief values and assertions.
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Individual Resistance
Economic
Factors Fear of
Unknown
Habit Security
Resistance
Selective Information Processing
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Organizational resistance
Structural Inertia
Limited Focus Threat to establishedof ChangeResource Allocation
Threat to established
Power relationship Group Inertia
Threat to expertise
Organizational Resistance
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Ways to overcome resistance
Education and communication
Participation
Facilitation and support
Negotiation
Manipulation and co- operation
Coercion
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Change ready organization
First, effective leadership is in place at all levels in the
organization.
Inept leaders are deterrents to organizational
performance and ability to change.
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A company may have excellent pay, benefits, and
employee-friendly policies, but if incompetent leaders
are in place, its employees will not be motivated to
change.
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Second, employees are personally motivated to
change.
Change happens when people are sufficiently
dissatisfied with the status quo and are willing to
make the effort and accept the risks involved in doing
something new.
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Third, the organization is accustomed to working
collaboratively.
Effective change demands collaboration between
willing and motivated parties.
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Mckinsey 7S model for success
Strategy:
The plan devised to maintain and build competitive
advantage over the competition.
Structure:
The way the organization is structured and who reports to
whom.
Systems:
The daily activities and procedures that staff members
engage in to get the job done.
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Shared Values:
The core values of the company that are evidenced in
the corporate culture and the general work ethic.
Style:
The style of leadership adopted.
Staff:
The employees and their general capabilities.
Skills:
The actual skills and competencies of the employees
working for the company
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StructureTechnology
People
What are the Change
Options ?
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Change Methodology
Defrost a hardened status quo
Establish a sense of urgency
Create the guiding coalition
Develop a vision and strategy
Communicate the change vision
Introduce new practices
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Empower a broad base of people to take action
Generate short term wins
Consolidate gains and producing even more change
Ground the changes in the culture, and making them
stick
Institutionalize new approaches in the corporate
culture
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Past change experience
Introduction of Electronic exchanges
(Strowger/Crossbar scrapping)
Computerization of TRA
Computerization of 197
Introduction of CDTMX (computerized Trunk
booking service)
Corporatisation of DTS/DTO (DoT)
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Past change experience
Absorption of DoT employees
Long stay transfer policy
Introduction of Franchisee concept
Outsourcing of call center (9400024365)
Recruitment of Management Trainee
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Present Approach of BSNL
M/s BCG appointed as Consultant , conducted an
internal survey
Lack of shared vision among employees
Inability to see big picture
Too broad structure
Lack of documented role, responsibilities and
accountability matrix left to individuals to define it as
per past experience, practices and their wisdom.
Legacy processes: The way work got processed
through legacy processes lead to inefficiencies and
delays.
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BSNL-SWOT
Feature Strength/Weakness/Opportunity/Threat
Valuable assets-copper, fiber, buildings
etc.
Strength
Declining handset costs Opportunity
More Competitors Threat
Large Talented manpower Strength
Low employee motivation &
involvement
Weakness
Declining Tariff due to competition Threat
Growing market of mobile connections Opportunity
Age profile of manpower Weakness
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Roadmap identified
Develop a shared aspiration for BSNL’s future.
Articulated a well-defined strategy to path of growth
and profitability.
Created a 5-year business plan outlining a range of
potential outcomes.
Develop a thorough sales & marketing strategy for
each of the core businesses (Landline, Mobile,
Broadband, enterprise etc.)
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Outline key implications on operations and customer
service to support various businesses. (Business
Process reengineering)
Define the right organizational model(Restructuring)
Initiate implementation of initiatives in the form of
Pilots
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Project Shikhar
BSNL Shared Aspiration-2013
Be the leading telecom service provider in India with
global presence
Create a customer focused organization with
excellence in sales, marketing and customer care
Leverage technology to provide affordable and
innovative products / services across customer
segments
Provide a conducive work environment with strong
focus on performance
Establish efficient business processes enabled by IT
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Project Shikhar Implementation
Accelerating growth of mobile business
– Building extensive and strong distribution and
retail footprint
– Innovation in pricing
– Acceleration of 3G sales to capitalize on first
mover advantage
– Improving effectiveness of VAS
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Leading and shaping the fixed access business
– Addressing gaps in sales & distribution
– Innovation in product and pricing
– Building capabilities and offering on content and
VAS
– Improvement in service delivery and provisioning
times
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Project Shikhar Implementation
Growing the enterprise business and becoming provider of
choice by
– Establishing key account management
– Innovation in products and solutions
– Strengthening service delivery and service assurance
Expanding into new businesses
– Developing the infrastructure sharing business
– Monetise other embedded assets
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Project Shikhar Implementation
Focusing on financial assurance
– Fixing billing leakages and improving collection
– Reducing operating costs
Improving customer service levels Improving
effectiveness of call center and CSCs
– Building new areas such as online
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Project Shikhar Implementation
Implementing operations improvement initiatives
– Increasing service levels by reducing downtime and
improving turn-around times
– Reducing operating costs where feasible
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Project Shikhar Implementation
Implementing new organisation structure across the
organisation – head office, circle office and regional
office
– Defining roles & responsibilities and key performance
indicators in the new structure
– Enhance effectiveness of new structure by appropriate
top-management MIS and planning and budgeting
Focusing on implementing critical HR priorities
– Recruitment at DGM, MT and JTO/JAO levels
– Capability development
– Defining appropriate incentive management program
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Implementation Teams
Project Sponsor:
Director/Executive Director in the Corporate Office
responsible for providing overall guidance and
direction, monitoring overall execution results,
providing policy inputs and
resolving key issues
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Project Champion:
CGM/PGM/GM level officer in the Corporate Office
responsible for
driving implementation of the project/initiative on a
country-wide basis,
monitoring overall execution results,
preparing policy guidance,
resolving key issues on a day-to-day basis and
communicating on all projected related issues.
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Project Coaches: GM/DGM level officers in the
Corporate Office responsible for day-to-day
execution of the project/initiative,
working with Circle and SSA level implementation
teams,
monitoring results at Circle/SSA level,
trouble-shooting issues on a day-to-day basis and
supporting Project Sponsors and Project Champions
take the right policy decisions.
Transformation management office
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Pilot Projects
Vijay
Udaan
Dosti
Kuber
Sanchay
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Conclusion
Project Shikhar is a strategic step to regain lost glory
Change in people, process and structure has to be
accepted
100% cooperation and contribution of all is must
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