Telstra case Page 1 of 21 ___________________________________________________________________________________

Telstra Case Scenario 2 (12 Marks, 4 marks and 8 marks each) PORTER 8 FORCE, PAGE 38 Case study 1 Monopoly until 1997, wholesale and retail Telecommunications Company Fixed line copper wire network fast become obsolete Strategy: Former CEO say adding value for our customer base is our driving force and idea of service and the drive for improvement must be at the core of the culture of the organsiation CEO David Thodey said the company need to transform from an engineering and technology led company to a truly sales and marketing led company, and he the first one have really did sth 13 years later, still try to make customer service part of its corporate structure Need to implement strategy for increasingly competitive and technologically evolving environment and marketplace Continue to redefine itself as distributor and retailer offer competitive products and pricing

Government: either adopt super fast fibre to every home and structurally separated Telstra (sh will not buy its shares until govt bb policy is finalized) or pull it back to market driven environment with tougher competition rules but No structural change Misalignment of CEO and senior executives: Telstra senior executives seems not align with the CEO by admit the company is not managing customer service and announce a 1 billion transform project to fight for customers in mobile, fixed bb and wireless bb markets
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Telstra case Page 2 of 21 ___________________________________________________________________________________

New measures: Educate customer importance in employee training Removing and simplifying bundle and package product and services to make customer less confusing Fewer customer complaint reduce number of staff in complaint dept and fee imposed by telecommunications industry ombudsman From CEO Thodey (the first CEO to):  first to open customer services lines 24 hours a day  cut mobile and broadband price to competitive levels  send technicians out on weekend  other initiatives: new IT troubleshooting service, higher subsidies for mobile handset and possibility of “welcome” credit for new customers Financial performance: Last yr, net revenue fell 2.3% Expect to fell up to 9 % due to transformation cost (400 mil go to improve customer service and upgrade system) (600 mil go towards subsidizing mobile phones, t-boxes and t-hubs to attract new customers) steady decline in market shares and traditional sources of revenue 1.5 fewer residential home phones (fixed line) today than 97, number of calls made from home phone drop my half – as no need to have a second line used for dialed up now CEO and CFO met investor to explain how a yr of pain will lead to better returns over the long run CFO gone to US to meet foreign investor Bottom line is must invest to grow, win customers and lower cost base to make room for a lower-margin product mix world to grow gross earnings

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because smartphone users need 3G everywhere Competitors: 2G network of Optus and Vodafone incomparable to Telstra network now Going forward: start cut price in early 2010 to match competitions must win ex customer back with better service this aggressive market share push to catch up but not an ongoing thing 3 .Telstra case Page 3 of 21 ___________________________________________________________________________________ Share price not bounce back from 9.5 mil fewer residential home phones (fixed line) then 1997. Advantages: Goldman Sachs analyst.5 % drop on the poor annual result day sh will not buy its shares until govt bb policy is finalized or sh unconvinced they can get the customer service right Former CEO: expand Telstra overseas and build a new 3G national network. with the rest serviced by wireless and satellite (this will structurally separate Telstra) Or pull back in market driven environment with tougher competition rules with no structural change This will see Telstra transfer copper network customer to govt-owned national broadband network company’s wholesale fibre network and receive 9 billion in cash as compensation and for leasing pipe network Statistical figures: 1. the whole world is going wireless and they can leverage it when going forward with this phenomenal network. but cannot stop the steady decline in market share and traditional sources of revenue Labor government policy is to build a fibre network to 93 % of houses. home phone calls drop by half decline as previous need a second line to use dial up internet but now no need They will be in much worse position if former CEO Sol Trujillo had not invested in the new billing system and the 3G network Opportunities.

and deliver a good profit margin without the advantage of being the only really integrated provider) Key functional areas Finance - Key activities Credit rating will not affected provided they can regain market share Meet investors in US explain yr of pain will be better in the long run Must invest to growth. pricing and content.Telstra case Page 4 of 21 ___________________________________________________________________________________ Standard and poor rating: The short term cost of winning back market share will not affect the company long term credit rating. providing it is successful in regaining mkt share and turn Telstra into a more competitive company Tyndall investment analyst Michael Maughan: this is a delay reaction and the large profit margin of recent yrs will prove unsustainable Fixed line services not dead yet: Optus add 25000 customer Telstra add 11000 for fixed bb subscribers after lower price and reveal new devices like T hub and T box in the first half of the financial years Add 11000 customer after new price and increase data allowance. get rid of overlaps and duplicated reporting ULTIMATE goal: Transform into a new streamline company that operate as a retail telco provider (one can retain customers. lower cost base to make room for the lowermargin product mix world Remove and simplifying products 4 Operations - . provide better service. but But still end the financial yr of 09-10 with 19000 fewer retail fixed bb customers New Vision to enable further change: Setup a new division focused on customer experience. simplicity and productivity Reduce mgmt jobs to streamline decision making.

higher subsidises for headset and the possibility of welcome credit for new customers Setup new division focus on customer experience. remind staff about the importance of customer - Marketing - - Human resources - - 5 . simplicity and productivity Customer service: employee training.Telstra case Page 5 of 21 ___________________________________________________________________________________ - - - - and services cut mobile and broadband prices to competitive level and send technicians out on weekend. (13 years still doing this) need to redefine itself as a distributor and retailer offering competitive products and pricing Remove and simplifying products and services Must win ex-customer back with better service Setup new division focus on customer experience. new IT trouble shooting service. simplicity and productivity Fewer customers complaint will reduce staff in complaint department and less fees imposed by the telecommunications industry ombudsman Remove and simplifying products and services Remove mgmt jobs to streamline decision making they got to move from engineering and technology led company to being a truly sales and markeing led company.

• What is our strategy? 6 .Telstra case Page 6 of 21 ___________________________________________________________________________________ Communication (e. This model specifically shows that change is complex and requires the many interconnecting variables involved to be simultaneously and actively managed. to stakeholder) - Misalignment. senior executives admit company is not managing customer service Competitors 2G network incomparable to the 3G network Fixed line copper wire network fast becoming obsolete The previous 26 billion investment in billing system and 3G network is great Can leverage the 3 g network by the smart phone and mobile device IT - 7S: The McKinsey 7-S model is used as the framework for analysing the integration issues. a proposed future situation (Point B) and to identify gaps and inconsistencies between them. Hard Elements Strategy Structure Systems Soft Elements Shared Values Skills Style Staff Strategy:  Strategy—a set of actions aimed at gaining a sustainable advantage over the competition.g. It's then a question of adjusting and tuning the elements of the 7S model to ensure that your organization works effectively and well once you reach the desired endpoint. You can use the 7S model to help analyze the current situation (Point A).

fixed bb and wireless bb Setup new division focus on customer experience. get rid of overlaps and duplicated reporting Remove and simplifying products and services Setup new division focus on customer experience.Telstra case Page 7 of 21 ___________________________________________________________________________________ • • • • How do we intend to achieve our objectives? How do we deal with competitive pressure? How are changes in customer demands dealt with? How is strategy adjusted for environmental issues? - - - Ultimate aim for leader is to transform Telstra into a new streamlined company that will operate as a retail telco provider. senior executives admit company is not managing customer service Recently announce a 1 billion plan to fight for customer in mobile. higher subsidises for headset and the possibility of welcome credit for new customers Customer service: employee training. pricing ad content. one can retain customers. simplicity and productivity Reduce mgmt job. remind staff about the importance of customer Issue : 1) uncertainty of the Government broad band policy have a huge baring of how Telstra should go (a detail review and what if analysis may help) 2) no commonly understood strategy (?) 3) misalignment between CEO and senior executives (talk about diff things) 4) why no specific strategy to leverage the advantage in having the 3 G network but target to get fixed line and BB customer 7 . cut mobile and broadband prices to competitive level and send technicians out on weekend. fixed bb and wireless bb move from engineering and technology led company to being a truly sales and markeing led company Recently announce a 1 billion plan to fight for customer in mobile. and deliver a good profit margin without the advantage being the only really integrated provider Misalignment. streamline decision making. new IT trouble shooting service. simplicity and productivity improve customer service by 24 hours hotline. provide a better service.

What are the main systems that run the organization? Consider financial and HR systems as well as communications and document storage. • • • • • How is the company/team divided? What is the hierarchy? How do the various departments coordinate activities? How do the team members organize and align themselves? Is decision making and controlling centralized or decentralized? Is this as it should be. get rid of overlaps and duplicated reporting Setup new division focus on customer experience. capital budgeting systems. • Where are the controls and how are they monitored and evaluated? • What internal rules and processes does the team use to keep on track? • 8 . given what we're doing? • Where are the lines of communication? Explicit and implicit? - - Previously is a bureaucratic organization bloat by the high margin.Telstra case Page 8 of 21 ___________________________________________________________________________________ Structure: Structure—the organisation chart and associated information that shows who reports to whom and how tasks are both divided up and integrated. streamline decision making. information systems.g. get rid or overlaps and duplicated reporting 2) did not mention any ownership and measurable goals customer satisfaction effort 3) did not mention whether there are any ownership and measurable goals for the new division 4) Did not mention a formal communication channel Systems:  Systems—the processes and flows that show how an organisation operates on a daily basis (e. now reduce mgmt job. simplicity and productivity Issue: 1) Communication more effective due to less mgmt job. manufacturing processes. quality control systems and performance measurement systems).

• • • How participative is the management/leadership style? How effective is that leadership? Do employees/team members tend to be competitive or cooperative? Are there real teams functioning within the organization or are they just nominal groups? • 9 . but usually include. get rid of overlaps and duplicated reporting Issues: 1) Billing system is good 2) reduce mgmt job to lose fat is good 3) do not have local performance measures to motivate them 4) employee training and stress the important of customer is ok. (13 years still doing this) Still trying to make customer service a part of its corporate structure Style:  Style—what managers consider to be important by the way they collectively spend their time and attention and how they use symbolic behaviour. It is more important how management behaves rather than what management says. the statement of goals and objectives in determining an organisation’s destiny.Telstra case Page 9 of 21 ___________________________________________________________________________________ - The previous 26 billion investment in billing system and 3G network is great Can leverage the 3 g network by the smart phone and mobile device Reduce mgmt job. but can do more Shared Values: Shared values—the values that go beyond. • • • • What are the core values? What is the corporate/team culture? How strong are the values? What are the fundamental values that the company/team was built on? need to redefine itself as a distributor and retailer offering competitive products and pricing they got to move from engineering and technology led company to being a truly sales and markeing led company. streamline decision making. These values are shared by most of the people in the organisation.

What are the strongest skills represented within the company/team? • • • • Are there any skills gaps? What is the company/team known for doing well? Do the current employees/team members have the ability to do the job? • How are skills monitored and assessed? - The previous 26 billion investment in billing system and 3G network is great 10 . new IT trouble shooting service. get rid of overlaps and duplicated reporting Skills:  Skills—those dominant attributes or capabilities that are possessed by an organisation. higher subsidises for headset and the possibility of welcome credit for new customers Setup new division focus on customer experience. cut mobile and broadband prices to competitive level and send technicians out on weekend. remind staff about the importance of customer Setup new division focus on customer experience. What positions or specializations are represented within the team? • • • What positions need to be filled? Are there gaps in required competencies? - Customer service: employee training. senior executives admit company is not managing customer service Issue: 1) Misalignment. senior executives admit company is not managing customer service Staff:  Staff—what organisations do to foster the process of developing managers and shaping the basic values of the management team. simplicity and productivity Reduce mgmt job.Telstra case Page 10 of 21 ___________________________________________________________________________________ - - CEO thodey do: improve customer service by 24 hours hotline. streamline decision making. get rid of overlaps and duplicated reporting Misalignment. streamline decision making. simplicity and productivity Reduce mgmt job.

to make the extension to the eight ‘S’s of strategy execution model. This can be done by using the comparison summary of both models in Table B. however. what needs to change? • As you adjust and align the elements. 11 . In essence. How well does each one support the others? Identify where changes need to be made. The end result of better performance will be worth it. and systems? If not. and then re-analyzing how that impacts other elements and their alignment. it is necessary to re-assign the issues noted above under the appropriate component. • Next look at the other soft elements.6 Table B. As such. strategy.6 McKinsey 7-S category Eight ‘S’s of strategy execution Structure Structure Systems Systems and processes Skills reSources Shared values Shared values (organizational culture) Strategy Strategy and purposes Style Style (leadership/management style) Staff Staff All 7 above contribute to Strategic performance To check alignment • Start with your Shared Values: Are they consistent with your structure. the two models (the McKinsey 7-S model and the eight ‘S’s of strategy execution model) are very similar in content. they merely express the components differently. what needs to change? • Then look at the hard elements. you'll need to use an iterative (and often time consuming) process of making adjustments.Telstra case Page 11 of 21 ___________________________________________________________________________________ 8S: Can leverage the 3 g network by the smart phone and mobile device Issue: don’t focus on the 3 G network instead focus on BB Note that a similar analysis can be made using the eight ‘S’s of strategy execution model. Do they support the desired hard elements? Do they support one another? If not.

streamline decision making. higher subsidises for headset and the possibility of welcome credit for new customers Setup new division focus on customer experience. simplicity and productivity Reduce mgmt job. senior executives admit company is not managing customer service Recently announce a 1 billion plan to fight for customer in mobile. remind staff about the importance of customer Must win ex-customer back with better service Remove and simplifying products and services Fewer customers complaint will reduce staff in complaint department and less fees imposed by the telecommunications industry ombudsman CEO thodey do: improve customer service by 24 hours hotline. cut mobile and broadband prices to competitive level and send technicians out on weekend. new IT trouble shooting service.Telstra case Page 12 of 21 ___________________________________________________________________________________ General issues from the Telstra artcles: need to implement a strategy for increasing competitive environment need to redefine itself as a distributor and retailer offering competitive products and pricing they got to move from engineering and technology led company to being a truly sales and markeing led company. expand overseas and build 3G network but still not working well Receive 9 billion if labour government broadband policy to build fibre network go ahead Fixed line decline due to no need for dial up The previous 26 billion investment in billing system and 3G network is great Can leverage the 3 g network by the smart phone and mobile device Competitors 2G network incomparable to the 3G network 12 - . (13 years still doing this) Still trying to make customer service a part of its corporate structure Uncertainty waiting for govt to announce the broadband policy Misalignment. get rid of overlaps and duplicated reporting Second half of 09-10 financial yr. 11000 customer sign up after new price release and increase data allowance Credit rating will not affected provided they can regain market share Shareholders remain unconvinced that they can get the customer service right or waiting for the govt bb policy (as the poor share performance show) Pervious CEO. fixed bb and wireless bb Customer service: employee training.

experienced and administrative. The Dunphy and Stace model considers transformational leadership as a continuum moving through the following stages of change: Fine-tuning—ongoing refinement of existing strategy and processes. The Dunphy and Stace model provides a useful framework against which to assess the most appropriate style of leadership and change management the organisation requires at this time. that is. Telstra was in the maturity stage of its organisational life cycle. people and processes. evolutionary growth and long term persperity. Making re-alignments to ensure that there is a match between strategy. structure.) Incremental adjustment—making distinct modifications and adjustments. The type of leadership and change management required is an important consideration. what is the most appropriate strategic leadership style required for Telstra? This question refers to the Rothschild organisational life cycle and strategic leadership model. one can retain customers. it helps the organisation to bring a different style. they are cautiously adaptive. (At departmental level.Telstra case Page 13 of 21 ___________________________________________________________________________________ - Ultimate aim for leader is to transform Telstra into a new streamlined company that will operate as a retail telco provider.(Q6. the most appropriate leadership style is that of a caretaker. They add structure. Dunphy and Stace model Q Assess the type of leadership and change management adopted by Telstra for the using the Dunphy and Stace model for transformational change. pricing ad content. and deliver a good profit margin without the advantage being the only really integrated provider Rothschild organisational life cycle and strategic leadership model. nurtuiring a more orderly. direction and stability and establish process to embed operations for sustained long term success. (Bit by 13 . provide a better service. As such.15) Q: Given the life cycle position.

structure.’) From Telstra’s point of view. Organisational (corporate) transformation—significant or radical change throughout the whole organisation (major. re-engineering. 14 .48 Burns say corporate transformation is preferred style to achieve positive outcome. Minor modifications to strategies or structures…. Downsizing. it would most likely assess the change requirements to be “corporate transformation” as there will be radical change throughout the whole organisation (to transform from an engineering and technology led company to being a truly sales and markeing led company. These changes should address significant gaps that have been identified between the current approach and future objectives. Major realignment of one or more departments or divisions. re-engineering. It is more than that and it is not just change in at departmental level.Telstra case Page 14 of 21 ___________________________________________________________________________________ bit changes to match the changing environment. Not Modular transformation as the scope of change is more than re-orientation occurs in a major component of the organization. it is sth more. Page 6. Major realignment of one or more departments or divisions.) There are also revolutionary changes in strategy. Not Incremental adjustment because it is not just bit by bit changes to match the changing environment and minor modifications to strategies or structures. structure. people & processes in order to meet radically new or different circumstances. Also termed upheaval.) Modular transformation—where large re-orientation occurs in a major component of the organisation.. people & processes in order to meet radically new or different circumstances which can be achieved by charismatic transformation (inspirational change) and turnaround (frame breaking) to address the significant gaps identified between the current and future objectives. Not fine-tuning— because it is more than refinement of existing strategy and processes. Downsizing. rapid (spread over 18-24 months) and revolutionary changes in strategy.

and  Managing the politics of strategy implementation. It is clear from this analysis that. 5.3.  Forming a powerful guiding coalition. 6. and may also be a consequence of uncertainty or unforeseen changes in an organisation’s environment.  Empowering others to act and eliminating obstacles. 8. as illustrated in Table B. and notes that poor performance in any of the eight areas will lead to failure. and  Institutionalising new approaches.  Planning for and creating short-term wins.Telstra case Page 15 of 21 ___________________________________________________________________________________ Kotter’s eight steps (why implementation fail or 8 requirement of successful change) Q: How was the integration handled in relation to Kotter’s eight steps for transformation.  Configuring organisational structure and culture with strategy. 4. 7. and what was the result? Strategy implementation in essence consists of a range of hands-on tasks to make strategy work.  Consolidating improvements and producing still more change.  Communicating the vision. with the exception of financial performance which 15 . The eight key requirements are as follows: 1. 3. Kotter’s eight areas also provides a useful framework and checklist against which to assess the integration plan of Chasseur and Notting. 2. The challenge of implementation and the reason why there is sometimes a failure to implement strategy is often related to an inability to execute one or more of the tasks set out above. Kotter identified eight key requirements for strategic success and successful change.  Establishing a sense of urgency. Such tasks are generally concerned with:      Aligning strategy with an organisation’s environment.  Creating a vision.  Exerting leadership to drive strategy throughout the organisation. Leaders are sometimes limited or constrained in their ability to anticipate and manage events both inside and outside the organisation that impact on performance.

with issues arising along the way perceived as teething issues only. Start honest discussions. If many people start talking about the change you propose. This may help you spark the initial motivation to get things moving. From Notting’s point of view. and develop scenarios showing what could happen in the future. However. performance improvement targets were achieved and. This isn't simply a matter of showing people poor sales statistics or talking about increased competition. more so from Chasseur’s perspective as the two parties entering the acquisition had very different expectations from the acquisition. it helps if the whole company really wants it.Telstra case Page 16 of 21 ___________________________________________________________________________________ improved substantially postacquisition. you could be in for a very bumpy ride. Step How the integration should have been implemented using Kotter’s model: borative approach. • Request support from customers. the integration was not successful overall. • • Examine opportunities that should be. before moving onto the next steps. exploited. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. therefore. or could be. and give dynamic and convincing reasons to get people talking and thinking. outside stakeholders and industry people to strengthen your argument. In other words. the integration was seen as successful. In fact. 75% of a company's management needs to "buy into" the change. and spend significant time and energy building urgency. stakeholder values are an important criteria in assessing the success of strategy implementation. Kotter suggests that for change to be successful. Don't panic and jump in too fast because you don't want to risk further short-term losses – if you act without proper preparation. you have to really work hard on Step One. Step One: Create Urgency For change to happen. 16 . What you can do: • Identify potential threats. Develop a sense of urgency around the need for change. the urgency can build and feed on itself.

status. What you can do: • • • • Identify the true leaders in your organization. your "change coalition" needs to work as a team. and ensure that you have a good mix of people from different departments and different levels within your company. This often takes strong leadership and visible support from key people within your organization. You can find effective change leaders throughout your organization – they don't necessarily follow the traditional company hierarchy. including job title. Ask for an emotional commitment from these key people. A clear vision can help everyone understand why you're asking them to do something. Check your team for weak areas. When people see for themselves what you're trying to achieve. continuing to build urgency and momentum around the need for change. you need to bring together a coalition. then the directives they're given tend to make more sense. of influential people whose power comes from a variety of sources. and political importance. Work on team building within your change coalition. there will probably be many great ideas and solutions floating around.Telstra case Page 17 of 21 ___________________________________________________________________________________ Step Two: Form a Powerful Coalition Convince people that change is necessary. What you can do: • Determine the values that are central to the change. To lead change. 17 . Managing change isn't enough – you have to lead it. Step Three: Create a Vision for Change When you first start thinking about change. expertise. or team. Link these concepts to an overall vision that people can grasp easily and remember. Once formed.

Step Four: Communicate the Vision What you do with your vision after you create it will determine your success. they'll remember it and respond to it." What you do is far more important – and believable – than what you say. Ensure that your change coalition can describe the vision in five minutes or less. Demonstrate the kind of behavior that you want from others. Instead. and embed it within everything that you do.Telstra case Page 18 of 21 ___________________________________________________________________________________ • Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization. When you keep it fresh on everyone's minds. Tie everything back to the vision. Hopefully. It's also important to "walk the talk. talk about it every chance you get. 18 . Your message will probably have strong competition from other day-to-day communications within the company. Use the vision daily to make decisions and solve problems. • Practice your "vision speech" often. Apply your vision to all aspects of operations – from training to performance reviews. • • Create a strategy to execute that vision. so you need to communicate it frequently and powerfully. • Lead by example. What you can do: • • • Talk often about your change vision. you've been talking about your vision and building buy-in from all levels of the organization. Don't just call special meetings to communicate your vision. your staff wants to get busy and achieve the benefits that you've been promoting. Step Five: Remove Obstacles If you follow these steps and reach this point in the change process. Openly and honestly address peoples' concerns and anxieties.

and continually check for barriers to it. Give your company a taste of victory early in the change process. and it can help the change move forward. Your change team may have to work very hard to come up with these targets. Without this. You want each smaller target to be achievable. job descriptions. If you don't succeed with an early goal. • Take action to quickly remove barriers (human or otherwise). but each "win" that you produce can further motivate the entire staff. • Thoroughly analyze the potential pros and cons of your targets. change leaders whose main roles are to deliver the change. critics and negative thinkers might hurt your progress. and performance and compensation systems to ensure they're in line with your vision. it can hurt your entire change initiative. with little room for failure. Removing obstacles can empower the people you need to execute your vision. • Don't choose early targets that are expensive. you'll want to have results that your staff can see. You want to be able to justify the investment in each project.Telstra case Page 19 of 21 ___________________________________________________________________________________ But is anyone resisting the change? And are there processes or structures that are getting in its way? Put in place the structure for change. 19 . Step Six: Create Short-term Wins Nothing motivates more than success. Within a short time frame (this could be a month or a year. Look at your organizational structure. and help them see what's needed. • • Recognize and reward people for making change happen. Create short-term targets – not just one long-term goal. What you can do: • Look for sure-fire projects that you can implement without help from any strong critics of the change. or hire. What you can do: • • Identify. Identify people who are resisting the change. depending on the type of change).

Telstra case Page 20 of 21 ___________________________________________________________________________________ • Reward the people who help you meet the targets. analyze what went right and what needs improving. Set goals to continue building on the momentum you've achieved. But if you can launch 10 products. If you lose the support of these people. that means the new system is working. Each success provides an opportunity to build on what went right and identify what you can improve. Quick wins are only the beginning of what needs to be done to achieve long-term change. it should become part of the core of your organization. Your corporate culture often determines what gets done. Step Eight: Anchor the Changes in Corporate Culture Finally. to make any change stick. Learn about kaizen. It's also important that your company's leaders continue to support the change. Make continuous efforts to ensure that the change is seen in every aspect of your organization. the idea of continuous improvement. you need to keep looking for improvements. This includes existing staff and new leaders who are brought in. you might end up back where you started. This will help give that change a solid place in your organization's culture. so the values behind your vision must show in day-to-day work. What you can do: • • • • After every win. To reach that 10th success. Keep ideas fresh by bringing in new change agents and leaders for your change coalition. 20 . Launching one new product using a new system is great. Real change runs deep. Step Seven: Build on the Change Kotter argues that many change projects fail because victory is declared too early.

Publicly recognize key members of your original change coalition. This will help ensure that their legacy is not lost or forgotten. and make sure the rest of the staff – new and old – remembers their contributions. • Create plans to replace key leaders of change as they move on. and repeat other stories that you hear. 21 . Tell success stories about the change process. • • Include the change ideals and values when hiring and training new staff.Telstra case Page 21 of 21 ___________________________________________________________________________________ What you can do: • Talk about progress every chance you get.

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