Source: www.orascomtelecom.com/Investor_Relations/pdfs/OT%20AR%2006.pdf
External Drivers for change in Banglalink:
The Main reason Banglalink adopted the new strategy was because of the network The main network coverage was based in capital city Dhaka, Banglalink realised the need for network upgrade and loss of business ,so they changed their network coverage and expanded its network by setting up powerful network receivers Banglalink developed its network, including switching centre, radio base stations, intelligence network and voice mail system. It also provided many other value added services so that it can satisfy all its customers. It had more than twenty four value added services .Before changing its new strategy, Banglalink’s network was mainly Capital city (Dhaka) based. That was a real problem for its subscribers. Banglalink realised this problem, so it has changed network coverage. Banglalink expanded its
network by setting up new powerful frequency receivers’ .Thus this change brought them ahead of their competitors and hence by the end of June 2007 .Banglalink covered their network in 64 districts. This covers 90% population.
Source:
Internal Drivers for change in banglalink:
Banglalink wants to be the leading GSM network in Bangladesh and it is providing its subscribers with basic voice services, messaging services, including SMS, SMS e-mail , SMS chat, and Value Added Services such as: Voice Mail, detailed monthly billing, Call Line Identification presentation or restriction, Call Waiting/Holding, Call Forwarding and International Roaming. Banglalink offers prepaid and postpaid services. These are all the changes they brought in terms of service for the growth of the company.
Source: www.orascomtelecom.com/Investor_Relations/pdfs/OT%20AR%2006.pdf
CHANGE MODEL:
According to me these are the two models which Banglalink has followed to make its change and gain success.
- According to Bernard (1996) work the Choice Management, organizational change can be viewed as the product of three interdependent organizational processes
The choice process --This is concern with the nature, scope and focus of organizational decision-making.
Orascom telecom is one of the largest GSM providers in Asia; its scope was to provide excellent service and better organizational sturcuture so that the whole process goes smoothly.
The trajectory process -- This relates to an organization’s past and future direction and is seen as the outcome of its vision, purpose and future objectives.
Banglalink realized the organizations past which was to provide network mainly in the capital Dhaka, it wanted to provide service to the whole country so Banglalink setup network receivers all over the country .Banglalinks vision was to provide excellent service at affordable prices and provide many value added services.
Banglalink achieved its objectives last year when it got the annual reports which stated 90% of the populations are the customers of Banglalink.
The change process -- This covers approaches to, mechanisms for achieving, and outcomes of change.
Banglalink aim was to have its own GSM service in Bangladesh. So it brought in a change and the outcome of the change was really successful. Banglalink has focused on actively promoting its products and services in order to create brand awareness. It launched services with special offers and has offered airtime and SMS bonus offers for customers with high-usage. Moreover buying, a Banglalink mobile connection was very easy for the subscribers. Therefore, after the change Banglalink’s subscribers were increasing. Again, Banglalink providing good services than any other mobile operators as a result people felt interest to join with Banglalink
Sources: Burnes, Bernard. (1996); p-(321-323)
www.banglalinkgsm.com/html1/faq_left.php
- Kanter et al (1992)
The commandments according to Kanter et al are as follows :
- Analyse the organization and its need for change
- Create a shared vision and common direction
- Separate from the past
- Create a sense of urgency
- Support a strong leader role
- Line up political sponsorship
- Craft an implementation plan
- Develop enabling structures
- Communicate, involve people, be honest
- Reinforces and institutionalize change
I Believe Banglalink of Orascom Telecom has changed their changes by following the Kanter et al’s (1992) ten commandments of model.CEO of Orascom telecom who worked as a change agent realised that strategy should change for developing business. First, he analysed the organisation. He realised the organisational problems and tried to solve the problems. The main reason which brought in change in banglalink is that the organisation was mainly based for its business in Dhaka. This was not sufficient foe developing business and taking it to the next step The CEO realised this and brought in a new change for the organisation.Finally it expanded it s business in the whole country in a quick spam of time.
Coming to vision, Banglalink had to develop its network and expand the business. In its strategy, Banglalink sated up their target and advanced in a common direction.
It rapidly expanded its GSM network to provide high quality communication service at affordable prices and make it common for everyone.
Banglalink wanted to separate their organizational structure from the past. Banglalink realised an effective organization and management development strategy is the most effective morale builder there is. Apart from the benefits of effective individuals and teams, recruitment, staff turnover and motivation are all improved in an organization that takes trouble to develop its management staff and processes. Organization development is an integrated approach to developing individuals, managers, teams and processes to improve corporate performance. Organization development is a first step, which bring benefits including –
- Improved productivity and enhanced quality.
- Greater staff motivation
- Better morale leading to reduced absenteeism and staff turnover
- Flexibility and response to change
Source:
In leading change, leaders should set an example of ethical behaviors to their followers. The manner in which leaders function in positions of influence can contribute to the strengthening or the deterioration of the moral behavior of members of an organization. (Mc Ewan, 2001:358)
So it’s clear that leaders role in any organization is very important. A leader can change any thing successfully in any organization if he knows how to control the situation. But for that their roles should be strong, the behavior to the staff ,as well as the command should give be strong. After selected to join the GSM (Global Service of Mobile) association CEO Board in 2002, Orascom Telecom’s Chairman and CEO continue to grow the company to establish a strong presence in the GSM Association. His strong roles helped Banglalink to expand its network all over the country.
CHANGE AGENT:
Internal and external change agents play a number of different roles in change processes such that change normally involves a plurality of actors or players (Buchanan and Badham, 1999: 23). Johnson et al (2005:519) define a change agent as the individual or group that helps effect strategic change in an organisation. An important ingredient in change agency is change leadership. Change agent may come from within an organisation or outside in terms of a new Chief executive, new management, consultants or a stakeholder network. (Johnson et al, 2005:522)
Source: Hughes, M. (2006, Page 55)
Orascom Telecom’s CEO worked as a change agency to expand Banglalink’s network and business policies in hole over the country. His main aim was to develop Network coverage; re-structured the organisation and fulfil the subscriber’s expectation. For this Orascom has invested USD200 million in expanding its coverage, capacity and service offerings over the next few years. Orascom Telecom continuing growth establishing a strong presence in the GSM (Global Service of Mobile) Association.(the world’s leading wireless industry representative body) only four years after its inception.
Orascom Telecom’s Chairman and CEO were selected to join the GSM Association’s CEO Board in 2002. This association’s members help in promoting and planning the future of the GSM industry.
Banglalink was the last addition to the GSM companies when Orascom Telecom purchased 100% of the shares of Sheba Telecom in Bangladesh. After purchasing Sheba Telecom, Orascom Telecom started its aggressive plans to develop it into a leader in the mobile sector. It rapidly expanded its GSM network to provide high quality communication services at affordable prices.
Sources: http://
http://www.telegeography.com/cu/article.php?article_id=5987
CONCLUSION:
This change shows great result to Banglalink with a rapid increase in sale and majority of population using this service in Bangladesh. Banglalink believe that change is continuous process and it will further bring success in future. This change also reflects about the importance of leader and the ways to think and lead the organization. Banglalink developed the GSM facilities in all ways and provided many value added services so that customers are satisfied and loyal to the service. According to the reports of 2007 Banglalink proved that it is achieving success at high rate.
BIBLIOGRAPHY:
1. Hayes, John.2007, The Theory and Practice of Change management (2nd edition)
Palgrave Macmillan.
2. Bernard Burnes, (1996) MANAGING CHANGE, A Strategic Approach to Organizational Dynamics. FINANCIAL TIMES, Pitman Publication
3. Hughes, Mark.2006, Change Management A Critical Perspective.
Chartered Institute of personnel and Development.
4. Orascom telecom (Banglalink) website:
5. Orascom telecom (Banglalink) website: www.otelecom.com
http://
6. www.orascomtelecom.com/Investor_Relations/pdfs/OT%20AR%2006.pdf
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