A majority of mobile operators today appear to
have settled for tactical optimization while
waiting to see if a major threat would emerge to
justify stronger action.
Accenture believes speed to reorganize will be the
main differentiator in terms of achieving higher
performance and total return to shareholders for
mobile operators. Furthermore, the reorganization
How to go about making the necessary changes is a dilemma facing every mobile operator. But, as is almost always the case, it is best to start at the top.
Research Accenture conducted among CEOs at
several Groupe Sp\u00e9ciale Mobile operators in major
European mobile markets enabled us to identify
four key leadership types (see Table 1 and sidebar
\u201cHow CEO leadership styles emerge\u201d):
revolutionaries, are more limited in number within
the industry and tend to focus on revenue
enhancement rather than cost cutting.
Accenture understands that determining how fast
to change is complicated and is dictated by the
leadership style of the CEO. Our research shows
that most CEOs prefer an evolutionary approach.
But is that the one most likely to lead to higher
Source: Accenture Industry Survey, 2004. Sample size includes approximately 20 European mobile
operators from different countries and varying market positions. Note: The subjective nature of CEO
categorization and lack of relevant data on certain mobile operator performance had an impact on
statistical completeness. Therefore, the percentages used in this article should not be taken out of their
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