Group 5

Section C
STRONGER TOGETHER FOR YOU Jyoti Singh
Ashish Pandey
Vodafone Idea Limited Surbhi Goel
Ankur Purohit
Introduction
Founded in 1983 as Racal Telecom Pvt. Ltd. Co.,
headquartered in Berkshire, UK
Entered Indian market in 2005 with 10% stake in
Bharti Ventures Ltd.
In 2007, Acquired and renamed Hutchison Essar
Ltd. (Hutch) To Vodafone in India
The name Vodafone comes from Voice data
fone
Vodafone, the 4th largest telecom company
both by number of subscribers and the total
revenues
Owns networks in 26 countries and has
presence in an additional 50 countries through
partner networks
The company was incorporated as Birla
Communications Limited on March 14, 1995
Registered office is situated in Mumbai,
Maharashtra
Idea was the 3rd largest mobile operator by
subscriber base in India and 6th largest in
world
In year 2000 merged with Tata Cellular Ltd.
And name changed to Birla Tata AT&T Cellular
Ltd
Changes its name Birla AT&T Communications
Ltd. to Idea Cellular Ltd. and launched “Idea”
brand name in 2002
It became pan India operator in year 2009
with licenses to operate in more than 11
circles
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Local Responsiveness & Global Integration
High Global Integration

Multidomestic
Globalisation
+ Globalisation
Strategy
Strategy

Low Local Responsiveness High Local Responsiveness

Export Multidomestic
Strategy Strategy

Low Global Integration

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Organisational Culture
Needs of the Environment
External

Adaptability Mission
culture culture
Strategic Focus

Flexibility Stability

Bureaucratic
Clan culture
culture

Internal
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Merger
Reasons Differences
Vodafone had female employees at
Price competition Diversity higher Managerial positions.
Due to increasing price competition from Reliance Jio Idea was weak in maintaining gender
and Airtel, and launch of 4G companies were forced to diversity
take action

Market share
Due to promotional offers, companies were loosing is
customer base and hence Market share.
Improve & optimize efficiency
To launch 4G services as a business priority needed best
technical expertise and workforce reducing the
dependencies over clients
Vodafone follows detailed flow of
Communication communication, meetings, team-based
approach
Idea followed the services to be top
most priority, that may or may not
follow process every time, individual-
based approach

Investor relations
Companies were continuously investing massively with
bare returns thus needed a financial support apart from
shareholders
Psychology Vodafone followed Individualistic
approach to communicate its policies
At idea, policies were family oriented,
spouse plans, parents and children
insurance & education plans
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Organizational structure at Vodafone
The Global Matrix Structure

CEO

UK EMEA BUSINESS
GERMANY ITALY ASIA PACIFIC
SUBSIDARIES DEVELPOMENT

STRATEGY AND CORPORATE HUMAN

MARKETING TECHNOLOGY FINANCE LEGAL
BUSINESS INTEGRATION AFFAIRS RESOURCES

INDIA
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Organizational structure at Idea
The Matrix Structure

CMO CCO CHRO

MANAGING
DIRECTOR
CFO CSDO CNO

ADVISORY
COO LEGAL
BOARD

PR AND
COMMERCIA MARKETIN
HR SALES FINANCE NETWORKS CORPORAT
L G
E AFFAIRS

LEARNING&
FACILITIES HR RECRUITMENT SWITCH OPERATIONS &
DEVELOPMEN PLANNING PROJECTS QUALITY
TEAM OPERATIONS HEAD HEAD MANAGEMENT
T
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 Organizational structure at Vodafone Idea Ltd.

CEO

COMMERCIA ENTERPRIS INTEGRATIO MARKETIN

CFO HR LEGAL OPERATIONS STRATEGY CTO
L E BUSINESS N G

PR & CUSTOMER BRAND DIGITAL

REGULATION OPERATION RETAIL
CORPORATE VALUE MARKETIN TRANSFOR CIO
AND AFFAIRS S OPERATIONS
AFFAIRS MGT G MATION

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Ways of Adaptation

Reached 60% synergy target in initial seven months

Townhalls and two

Bands ensure that
way
Team and office new employees feel
communications Company opened Creation of bands to
spaces created to that they are heard
across all levels up hiring internally make the
ensure employees and their
done to ensure in the initial phases organisation leaner
do not work in silos contributions are
employees are
considered equally
connected

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Snip Its
Manish Nayar
Account Manager at Idea
• There is lack of effective senior leadership to
smoothen the integration process
• Employees are having troubles with work life
balance due to immense pressure
• Employees are cagey about taking directions from
managers who till the merger belonged to rival
firm
Rahul Bose
National Retail Sales and GTM at
Vodafone Idea Limited
• He joined post merger of both the companies
• The despondency that everyone’s job is under
threat as exodus continues
• Employees do not feel part of one firm as telco
continues to maintain two separate brand
strategies
Anant Sharma
Senior Manager Sales at Vodafone
India Limited
• Some of the senior executives who came from
erstwhile Idea Cellular do not see eye to eye with
executives who have brought in from Vodafone
India
• Cultural differences between the two
organisation are also exacerbated integration
problems
• Left the company one year post merger
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Current Status

Confusion Criticism of
Ongoing Turf Divided External
Job Insecurity Regarding the new
War Loyalties Environment
Processes structure

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7S Model

Vodafone-Idea has a
strategy to become India’s
largest telecom operator
covering wide area in an
attempt to connect
millions of citizens and
create a better tomorrow
through differentiated
offerings
Leadership style at
Vodafone-Idea puts Our values embody the
An inclusive culture which
primary focus on spirit of our brand through
is performance driven and
becoming the market speed, trust, boldness and
fosters responsive nature
leader through customer passion
delight

Vodafone-Idea has a
structure which is unique,
simple, contemporary and
designed to support a
future-fit organization
Be an inspirational, agile
and exciting organization
that champions a diverse
team that has a winning
attitude and thrives on
delivering customer
excellence
We act with speed in our
every attempt to not only
meet our customer
expectations but to go
beyond them

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Thank You!