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建立人际资源圈France Telecom Annual Report---Report代写论文范文
2016-07-12 来源: 51Due教员组 类别: Report范文
51Due论文代写平台report代写范文：France Telecom Annual Report 这篇Report论文讲述了法国电信在面对巨大的竞争力时，改变了原来的营销战略，将其私有化。私有化后时代的特点是增长业绩带动战略，提高，培训员工的工作能力，以满足每个客户需求。通过员工交流，讨论问题实行改革推行新策略。
Faced with increasing contending forces to gain competitive advantage, following its privatisation, FT adopted a balance mix of both the Top down and the 'Bottom up' approach. (2005-2008).But in the bid to initiate this change process; there was a need to understand the current status quo, while also identifying the contending forces for change . These status quo forces were contending challenges for the change strategy.
In order to contend with these forces, following the first period of the post-privatisation era, FT applied the 'Top down approach to gain international
and national leverage . The sole aim was to deliver the change process vision of the company for increased market shares, while also increasing the profit maximisation goal of its operations worldwide and drastic debt reduction. According to Beer and Nohria(2000), Leaders who lead change from the top are ones who set goals and objectives based on expectations of financial markets, and they do not involve employees at lower levels in decision making processes. In this paradigm, leaders are expected to provide a strong vision and focus by which employee's measure their change performance (Graetz et al., 2002).
The Bottom-up approach was applied between 2005 and 2008, to unleash the power from the base; this was initiated to detect the best practices within the group, while initiating full operational commitment from the managers to deliver effective customer centric processes within the organization. This approaches where complimented with some perspectives of the planned approach to change management.
The synergy of the various approaches to change process had allowed FT to develop a flexible framework for adapting to the continuous change between 2000 and 2008. In the implementation of an organizational change, only one model can not satisfy the real conditions. Burnes (1996, pp. 321) surmised this by stating that manipulating the key variables, a framework can be constructed to allow different change situations to be matched to appropriate approaches to managing change. See figure 1a below
According to Cummings and Worley (2001), organizational change can refer to any kind of change; including human resource interventions (e.g. team and group processes), techno-structural interventions (e.g. interventions, TQM, re-engineering and downsizing), human resource management interventions (e.g. performance management) and, more recently, strategic interventions such as relationship management and organization transformation.
Thus, the determinants of organizational change in FT change process can be identified taking into account Dawson's (1996) determinants of change process. These determinants of change are identified in figure 6 below.
Taking into account these determinants of change process identified, FT embarked on organizational changes by launching the "Ambition FT 2005" program. The underlying objective of the plan was to make the group one of the top-performing telecommunications operators in Europe by 2005. The 'Ambition FT 2005' Plan identified three major priorities:
The implementation of 'TOP', a program to improve operational performance and generate over??15 billion in net cash between 2003 and 2005.
A strengthening of the financial structure of the group, through additional
cash provided by TOP, increase in equity capital and debt management. (see figure 2 below)
A focus on customer satisfaction and development of integrated operational management of the group's assets and the re-integration of internet and mobile subsidiaries of the group.
The 'Ambition FT 2005' was initiated in three major areas:
Research and development (R&D): this was completely re-structured to focus innovation on the customer while unlocking units and promoting synergies between marketing and business units.
Commercial jobs: customer support was completely restructured to enhance service quality, whilst providing transparent and integrated offer to the customer.
Engineers and Technicians: The drive was to integrate service while also providing an integrated architecture of skills; infrastructure and communications.
The Ambition FT 2005' program was quickly followed by the Next program. This three-year transformation program was aimed at making FT the benchmark operator for new telecoms services in Europe by providing fresh impetus, to build on the gains of the previous three years of growth(FT Annual reports 2000-2008).
2 STIMULANTS OF ORGANISATIONAL CHANGE IN FRANCE TELECOM
The change strategy for growth was necessitated by the ICT bubble burst of between 1999 and 2001 and the increasing competition from the de-monopolisation of the telecommunication industry in Europe. There was a sudden demand by the market for internet and wireless telephony as against the fixed telephony market, which made up a greater percentage of FT services. Thus the need for the change strategy initiated between 2000 and 2008.
The change strategy had lead to the provision of innovative products and
services (see figure 7). According to the EMCC case study (2005) FT had to anticipate the emergence of new products and services to build the much needed competitive advantage, or at least react rapidly to the launch of new products and services by its competitors.
According to Johnson and Scholes (1999), a strategy, in its most basic form, means the long-term direction and scope of an organization whose ultimate goal is to achieve competitive advantage for the organization through management of its resources within a demanding environment of stakeholders and markets.
There was an eminent movement in the change management continuum to re-position FT to face the post-privatization challenges of developing and sustaining a competitive edge over the external and internal environment. The change process of the post-privatization era was due to legislation passed in 1997 by the French government transforming FT into a société anonyme; with budgetary, management, and organizational independence, like most of its European competitors (www.fundinguniverse.com).
The highly dynamic telecommunication markets of the post-privatization era, faced by FT demanded a more contingent approach to change. Thus, FT adopted the emergent approach change strategies to achieve maximum fit with the ever changing environment. According to Burnes (1996), these approaches have been developed out of the basic disbelief in the effectiveness of the planned change approaches and in dealing with the fast changing and unpredictable environments organizations are faced with (Sherman and Schultz, 1998 pg.22). This approach enabled FT to cope with the uncertainty of both the internal and external
environment (Burnes 2004), by applying change as a continuous process of learning and experimentation to adapt and align to the turbulent environment (Burnes,1996).
This post-privatization era (2005-2008), marked a transformative process in FT. Transformation, according to Head (1997, pg. 5), is the step-by-step process of restructuring an existing organization-removing what does not work, keeping that which does, and implementing new systems, structures, or cultural values where appropriate. Taffinder (1998, pg. 42), states that transformation implies the alignment of all the different systems within the organization. These transformations for the future were fully deployed by FT in five dimensions:
Organization;
Competencies for human resource professionals;
Efficient management of human resources processes;
Adaptation of the information system and applications; and
Corporate culture
Having critically analysed the drivers for FT organizational change, the possible barriers towards the change process embarked on by FT following the post-privatization era will be discussed.
The massive change process in FT between 2000 and 2008, which saw the acquisition of some major telecommunication companies in Europe, had resulted in drastic internal changes within the organisation. FT had given priority to reducing job duplications and increasing productivity during the change process. The organizational change process had highlighted over-manning issues, which was with dealt by reallocating jobs internally, temporarily freezing jobs, implementing early retirement programs and transferring employees to the public sector. Managers had increasingly focused on qualitative action, regarding training and incentives
to mobility. The aim was to develop manpower capabilities to meet the change process strategy for the future in the face of shortage of high-level skills in its work-force. Internally, the adaptation of staff to the new environment has encountered some resistance to change (Sanglier, EMCC Case studies, 2005).
The continuously changing cultural system due to the internationalization drive of FT had warranted building of a common culture (Sanglier, EMCC Case studies, 2005). Cartwright and Copper (1996), suggested that during the times of organizational change, most organizations will move to tighten control by imposing a greater level of constraint on individuals. According to Cartwright and Cooper (1992, 1996) the degree of constraint placed on individuals when a change from one culture type to another is in progress, will depend on the type of cultures being merged.
Though transversal and trans-cultural projects within the group were initiated to build up a common culture (Sanglier,EMCC Case studies, 2005).The incompatibility of cultures created by the internalization of FT created a culture shock to the FT employees; which lead to the resistance of the change process. FT employees before the change were used to the old system of control as defined by Hofstede theory of cultural differences within organizations; France was classed as a high power distance state (Hofstede, 1994 pg.28).
France was also placed on the high uncertainty avoidance index, indicating a low resistance for uncertainty and ambiguity. This was indicative of the controlling structure during the pre-privatization era in FT, which was both driven by power and role culture. This era was marked by a bureaucratic structure, with a job-for-life status for the workers; where individuals acted within their defined roles
and responsibilities without much coerciveness for growth.
The post-privatization era was marked by a performance driven strategy for growth. This strategy resulted to the development of an increasing autonomy to meet performance and responsibilities within the organization. A new work force with appropriate human capital capability was needed in order to implement the necessary restructuring required to run the firm efficiently (Barberis et al., 1996) .There was a sudden drop in the work-force during the change process as depicted in figure 7a and figure 7b.This was due to the cross-transfer of the employees to the public sector during the change and reduction in job duplication. Which meant that the employees where made to have more responsibilities passed on to them.
It was difficult for the employees to adapt to the sudden pressure of cross multi-discipline career within the organization. Technicians where trained to be sales persons, call-center operators and targets where set for individuals. The adjustment to this change was particularly hard for the older workforce of FT. Market-oriented economists argued that unhappy France Telecom employees were victims, in part, of their public servant, job-for-life status (Lichfield and Mauviel, 2009).
However, these shift from the old organizational culture resulted in cultural differences within the FT Group during the change processes; lead to the resistance by the employees. It could be argued that when cultural changes occur in an organization, employees become aware that the measuring tools for performance and loyalty have changed. This threat to old corporate values and organizational lifestyles leaves organizational members in a state of defensiveness accentuated by low levels of trust within the institution and cultural shock (British Journal of management, 1996).
The blend of the emergent and planned approach following its privatization has helped to re-position FT based on its strategic vision for growth, increasing market share drive, high performance human capital capability, research and development, new product and services offerings and profit maximization. The summary of the effectiveness of the change process is given hereunder:
1 INCREASING MARKET SHARES
2 INCREASING EARNINGS AND DEBT REDUCTION
3 FRANCE TELECOM HUMAN CAPITAL PERFORMANCE ENHANCEMENT
Based on a forward-looking vision, FT Group has succeeded in implementing a dynamic vision of the development of the skills and jobs within the organization for high productivity and performance across its operation; whilst promoting sustainable solutions for adapting resources
to meet the Company's needs.
Training and development investment has helped to streamline the workforce across the various units of its human capital, by reducing job duplication and increasing productivity. This also led to a modest reduction in labour cost. See figure 11
Transversal group-wide structures covering the different areas of activity: sales, customer relations, IT, technical networks, research and development, and support were initiated in line with the change strategy. The focus was to satisfy the customers. Thus sales and customer centric staffing was emphasized. See figure 12
Enhancement of human resource performance was also achieved by profit sharing bonuses and compensation packages.
Freeman (1984, pg.46) described stakeholders as: "any group or individual who can affect or is affected by the achievement of an organization". While Clarkson (1995), defines stakeholders as employees, shareholders, investors, customers and suppliers.
In order to achieve the corporate strategy for change, FT recognized the co-operation of the diverse constituents of its stakeholders by effectively managing the mutually beneficial relationships (Post et al 2002, pg.19).
Analyzing the stakeholders during the change process in FT, will focus on the shareholders, customers and employees. The total approach to change, according to the financial perspective, focuses on the shareholders, customers, building competencies of its employees to improve operations and
new product developments (Graetz et al.,2002).
1 SHAREHOLDERS
During the change process the strategy was to ensure that the shareholders got favourable returns on investment, knowing well that by addressing stakeholder expectations they will create shareholder's value. According to Wruck (2000), successful and productive change is therefore change that creates value for the organization, its owners and society.
As shown in figure 14, shareholders over the change process have enjoyed increasing dividend payment per share. The share price has relatively enjoyed an appreciable price level on the average over the change process. Shareholders confidence was further boosted following the reduction of debt and improvement on annual earnings.
In order to gain competitive advantage during the change process, FT key focus was the customer, the end-user of their product and services. The customers were put at the heart of their communications by delivering multiple communications services; interfacing between fixed, wireless and Internet product and services offerings networks.
FT made it easy for its customers to move up to high-speed network services. This strategy allowed FT to secure a good share of the fiercely competitive market. Customers were offered lower, simplified rates and packages to rival the competition.
As indicated in figure 15, customers enjoyed a sharp decrease in charges offered on an annual basis across the product and service offerings provided by FT. There was a reduction in tariff based on revenue generation per subscriber base from a high of over 450 euros/customer/year to just 300 euro/customer/year.
The change strategy led to high performance and productivity of FT employees. New recruitment was centered on skills needed to guarantee operational excellence and the specialized skills competencies needed for research and development, networks and information. Reduction in job duplication within the Group was pursued. The aim was to improve staff productivity and performance by retaining an unyielding focus on delivery of excellent and quality services to its customer.
The underlying focus by FT was on sales and marketing, since gaining the loyalty of both old and new customers was the heart of the change strategy to gain competitive advantage.
Scheme's were also initiated to adapt the competencies of staff to FT's future needs, thus increasing flexibility of the work force by developing and adapting skills to where they were needed
Compensation package for managers and employees to drive the change process was also adopted by FT. According to Wruck (2000), effective compensation systems help overcome organizational inertia and opposition to change. See figure 16.
However, the question is why have the change process had so much effect on the workers; even in the face of the profit sharing and compensation initiative for meeting performance and more so the compensation packages.
The result indicated in figure 18 is a clear indication that in the drive to maximize performance for the overall objective of boosting shareholders value, while still delivering first class services to a growing customer base, had put too much pressure on the employee to meet customer satisfaction. Handy (2002, pg.51) argues that to turn shareholders need into a purpose is to be guilty of a logical confusion, to mistake a necessary condition for a sufficient one.
There was an increasing pressure on the employee to meet customer satisfaction. The number of customers per employee ratio within the group increased astronomically from about 1 employee per 400 customers in 2000 to approximately 1 employee per 1000 customers in 2008 (Evaluated by the author).
Thus, there was definitely increasing pressure on the managers to meet the change process goals with the dwindling numbers of employees per increasing customer subscription base.
CONCLUSION 结论
From the above analysis the change process in FT has been a success based on the key performance indices pursued.
However, a major concern identified in this study with a portend attribute is the increasing ratio of customer base per employee; an indication that employee's work-load benchmark during the change process was not identified or established.
The change process also failed to balance the cultural differences following the internationalization of France Telecom. According to Schein (1995) the new action must be fitting to behaviors and characteristics of the individual to remain effective or the old action will reemerge.
Finally, developing a sustainable change management at FT would therefore mean understanding the emotional and intellectual process involved in achieving change. This would imply participation of employees in the decision making and driving change processes should be facilitated by providing channels to transmit, analyze and discuss change issues (Burnes, 1996 pg.194).Nadler (1993) equally suggested the need to provide time and opportunity for people to disengage from the current state.
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Faced with increasing contending forces to gain competitive advantage, following its privatisation, FT adopted a balance mix of both the Top down and the 'Bottom up' approach. (2005-2008).But in the bid to initiate this change process; there was a need to understand the current status quo, while also identifying the contending forces for change . These status quo forces were contending challenges for the change strategy.
In order to contend with these forces, following the first period of the post-privatisation era, FT applied the 'Top down approach to gain international
and national leverage . The sole aim was to deliver the change process vision of the company for increased market shares, while also increasing the profit maximisation goal of its operations worldwide and drastic debt reduction. According to Beer and Nohria(2000), Leaders who lead change from the top are ones who set goals and objectives based on expectations of financial markets, and they do not involve employees at lower levels in decision making processes. In this paradigm, leaders are expected to provide a strong vision and focus by which employee's measure their change performance (Graetz et al., 2002).
The Bottom-up approach was applied between 2005 and 2008, to unleash the power from the base; this was initiated to detect the best practices within the group, while initiating full operational commitment from the managers to deliver effective customer centric processes within the organization. This approaches where complimented with some perspectives of the planned approach to change management.
The synergy of the various approaches to change process had allowed FT to develop a flexible framework for adapting to the continuous change between 2000 and 2008. In the implementation of an organizational change, only one model can not satisfy the real conditions. Burnes (1996, pp. 321) surmised this by stating that manipulating the key variables, a framework can be constructed to allow different change situations to be matched to appropriate approaches to managing change. See figure 1a below
According to Cummings and Worley (2001), organizational change can refer to any kind of change; including human resource interventions (e.g. team and group processes), techno-structural interventions (e.g. interventions, TQM, re-engineering and downsizing), human resource management interventions (e.g. performance management) and, more recently, strategic interventions such as relationship management and organization transformation.
Thus, the determinants of organizational change in FT change process can be identified taking into account Dawson's (1996) determinants of change process. These determinants of change are identified in figure 6 below.
Taking into account these determinants of change process identified, FT embarked on organizational changes by launching the "Ambition FT 2005" program. The underlying objective of the plan was to make the group one of the top-performing telecommunications operators in Europe by 2005. The 'Ambition FT 2005' Plan identified three major priorities:
The implementation of 'TOP', a program to improve operational performance and generate over??15 billion in net cash between 2003 and 2005.
A strengthening of the financial structure of the group, through additional
cash provided by TOP, increase in equity capital and debt management. (see figure 2 below)
A focus on customer satisfaction and development of integrated operational management of the group's assets and the re-integration of internet and mobile subsidiaries of the group.
The 'Ambition FT 2005' was initiated in three major areas:
Research and development (R&D): this was completely re-structured to focus innovation on the customer while unlocking units and promoting synergies between marketing and business units.
Commercial jobs: customer support was completely restructured to enhance service quality, whilst providing transparent and integrated offer to the customer.
Engineers and Technicians: The drive was to integrate service while also providing an integrated architecture of skills; infrastructure and communications.
The Ambition FT 2005' program was quickly followed by the Next program. This three-year transformation program was aimed at making FT the benchmark operator for new telecoms services in Europe by providing fresh impetus, to build on the gains of the previous three years of growth(FT Annual reports 2000-2008).
2 STIMULANTS OF ORGANISATIONAL CHANGE IN FRANCE TELECOM
The change strategy for growth was necessitated by the ICT bubble burst of between 1999 and 2001 and the increasing competition from the de-monopolisation of the telecommunication industry in Europe. There was a sudden demand by the market for internet and wireless telephony as against the fixed telephony market, which made up a greater percentage of FT services. Thus the need for the change strategy initiated between 2000 and 2008.
The change strategy had lead to the provision of innovative products and
services (see figure 7). According to the EMCC case study (2005) FT had to anticipate the emergence of new products and services to build the much needed competitive advantage, or at least react rapidly to the launch of new products and services by its competitors.
According to Johnson and Scholes (1999), a strategy, in its most basic form, means the long-term direction and scope of an organization whose ultimate goal is to achieve competitive advantage for the organization through management of its resources within a demanding environment of stakeholders and markets.
There was an eminent movement in the change management continuum to re-position FT to face the post-privatization challenges of developing and sustaining a competitive edge over the external and internal environment. The change process of the post-privatization era was due to legislation passed in 1997 by the French government transforming FT into a société anonyme; with budgetary, management, and organizational independence, like most of its European competitors (www.fundinguniverse.com).
The highly dynamic telecommunication markets of the post-privatization era, faced by FT demanded a more contingent approach to change. Thus, FT adopted the emergent approach change strategies to achieve maximum fit with the ever changing environment. According to Burnes (1996), these approaches have been developed out of the basic disbelief in the effectiveness of the planned change approaches and in dealing with the fast changing and unpredictable environments organizations are faced with (Sherman and Schultz, 1998 pg.22). This approach enabled FT to cope with the uncertainty of both the internal and external
environment (Burnes 2004), by applying change as a continuous process of learning and experimentation to adapt and align to the turbulent environment (Burnes,1996).
This post-privatization era (2005-2008), marked a transformative process in FT. Transformation, according to Head (1997, pg. 5), is the step-by-step process of restructuring an existing organization-removing what does not work, keeping that which does, and implementing new systems, structures, or cultural values where appropriate. Taffinder (1998, pg. 42), states that transformation implies the alignment of all the different systems within the organization. These transformations for the future were fully deployed by FT in five dimensions:
Organization;
Competencies for human resource professionals;
Efficient management of human resources processes;
Adaptation of the information system and applications; and
Corporate culture
Having critically analysed the drivers for FT organizational change, the possible barriers towards the change process embarked on by FT following the post-privatization era will be discussed.
The massive change process in FT between 2000 and 2008, which saw the acquisition of some major telecommunication companies in Europe, had resulted in drastic internal changes within the organisation. FT had given priority to reducing job duplications and increasing productivity during the change process. The organizational change process had highlighted over-manning issues, which was with dealt by reallocating jobs internally, temporarily freezing jobs, implementing early retirement programs and transferring employees to the public sector. Managers had increasingly focused on qualitative action, regarding training and incentives
to mobility. The aim was to develop manpower capabilities to meet the change process strategy for the future in the face of shortage of high-level skills in its work-force. Internally, the adaptation of staff to the new environment has encountered some resistance to change (Sanglier, EMCC Case studies, 2005).
The continuously changing cultural system due to the internationalization drive of FT had warranted building of a common culture (Sanglier, EMCC Case studies, 2005). Cartwright and Copper (1996), suggested that during the times of organizational change, most organizations will move to tighten control by imposing a greater level of constraint on individuals. According to Cartwright and Cooper (1992, 1996) the degree of constraint placed on individuals when a change from one culture type to another is in progress, will depend on the type of cultures being merged.
Though transversal and trans-cultural projects within the group were initiated to build up a common culture (Sanglier,EMCC Case studies, 2005).The incompatibility of cultures created by the internalization of FT created a culture shock to the FT employees; which lead to the resistance of the change process. FT employees before the change were used to the old system of control as defined by Hofstede theory of cultural differences within organizations; France was classed as a high power distance state (Hofstede, 1994 pg.28).
France was also placed on the high uncertainty avoidance index, indicating a low resistance for uncertainty and ambiguity. This was indicative of the controlling structure during the pre-privatization era in FT, which was both driven by power and role culture. This era was marked by a bureaucratic structure, with a job-for-life status for the workers; where individuals acted within their defined roles
and responsibilities without much coerciveness for growth.
The post-privatization era was marked by a performance driven strategy for growth. This strategy resulted to the development of an increasing autonomy to meet performance and responsibilities within the organization. A new work force with appropriate human capital capability was needed in order to implement the necessary restructuring required to run the firm efficiently (Barberis et al., 1996) .There was a sudden drop in the work-force during the change process as depicted in figure 7a and figure 7b.This was due to the cross-transfer of the employees to the public sector during the change and reduction in job duplication. Which meant that the employees where made to have more responsibilities passed on to them.
It was difficult for the employees to adapt to the sudden pressure of cross multi-discipline career within the organization. Technicians where trained to be sales persons, call-center operators and targets where set for individuals. The adjustment to this change was particularly hard for the older workforce of FT. Market-oriented economists argued that unhappy France Telecom employees were victims, in part, of their public servant, job-for-life status (Lichfield and Mauviel, 2009).
However, these shift from the old organizational culture resulted in cultural differences within the FT Group during the change processes; lead to the resistance by the employees. It could be argued that when cultural changes occur in an organization, employees become aware that the measuring tools for performance and loyalty have changed. This threat to old corporate values and organizational lifestyles leaves organizational members in a state of defensiveness accentuated by low levels of trust within the institution and cultural shock (British Journal of management, 1996).
The blend of the emergent and planned approach following its privatization has helped to re-position FT based on its strategic vision for growth, increasing market share drive, high performance human capital capability, research and development, new product and services offerings and profit maximization. The summary of the effectiveness of the change process is given hereunder:
1 INCREASING MARKET SHARES
2 INCREASING EARNINGS AND DEBT REDUCTION
3 FRANCE TELECOM HUMAN CAPITAL PERFORMANCE ENHANCEMENT
Based on a forward-looking vision, FT Group has succeeded in implementing a dynamic vision of the development of the skills and jobs within the organization for high productivity and performance across its operation; whilst promoting sustainable solutions for adapting resources
to meet the Company's needs.
Training and development investment has helped to streamline the workforce across the various units of its human capital, by reducing job duplication and increasing productivity. This also led to a modest reduction in labour cost. See figure 11
Transversal group-wide structures covering the different areas of activity: sales, customer relations, IT, technical networks, research and development, and support were initiated in line with the change strategy. The focus was to satisfy the customers. Thus sales and customer centric staffing was emphasized. See figure 12
Enhancement of human resource performance was also achieved by profit sharing bonuses and compensation packages.
Freeman (1984, pg.46) described stakeholders as: "any group or individual who can affect or is affected by the achievement of an organization". While Clarkson (1995), defines stakeholders as employees, shareholders, investors, customers and suppliers.
In order to achieve the corporate strategy for change, FT recognized the co-operation of the diverse constituents of its stakeholders by effectively managing the mutually beneficial relationships (Post et al 2002, pg.19).
Analyzing the stakeholders during the change process in FT, will focus on the shareholders, customers and employees. The total approach to change, according to the financial perspective, focuses on the shareholders, customers, building competencies of its employees to improve operations and
new product developments (Graetz et al.,2002).
1 SHAREHOLDERS
During the change process the strategy was to ensure that the shareholders got favourable returns on investment, knowing well that by addressing stakeholder expectations they will create shareholder's value. According to Wruck (2000), successful and productive change is therefore change that creates value for the organization, its owners and society.
As shown in figure 14, shareholders over the change process have enjoyed increasing dividend payment per share. The share price has relatively enjoyed an appreciable price level on the average over the change process. Shareholders confidence was further boosted following the reduction of debt and improvement on annual earnings.
In order to gain competitive advantage during the change process, FT key focus was the customer, the end-user of their product and services. The customers were put at the heart of their communications by delivering multiple communications services; interfacing between fixed, wireless and Internet product and services offerings networks.
FT made it easy for its customers to move up to high-speed network services. This strategy allowed FT to secure a good share of the fiercely competitive market. Customers were offered lower, simplified rates and packages to rival the competition.
As indicated in figure 15, customers enjoyed a sharp decrease in charges offered on an annual basis across the product and service offerings provided by FT. There was a reduction in tariff based on revenue generation per subscriber base from a high of over 450 euros/customer/year to just 300 euro/customer/year.
The change strategy led to high performance and productivity of FT employees. New recruitment was centered on skills needed to guarantee operational excellence and the specialized skills competencies needed for research and development, networks and information. Reduction in job duplication within the Group was pursued. The aim was to improve staff productivity and performance by retaining an unyielding focus on delivery of excellent and quality services to its customer.
The underlying focus by FT was on sales and marketing, since gaining the loyalty of both old and new customers was the heart of the change strategy to gain competitive advantage.
Scheme's were also initiated to adapt the competencies of staff to FT's future needs, thus increasing flexibility of the work force by developing and adapting skills to where they were needed
Compensation package for managers and employees to drive the change process was also adopted by FT. According to Wruck (2000), effective compensation systems help overcome organizational inertia and opposition to change. See figure 16.
However, the question is why have the change process had so much effect on the workers; even in the face of the profit sharing and compensation initiative for meeting performance and more so the compensation packages.
The result indicated in figure 18 is a clear indication that in the drive to maximize performance for the overall objective of boosting shareholders value, while still delivering first class services to a growing customer base, had put too much pressure on the employee to meet customer satisfaction. Handy (2002, pg.51) argues that to turn shareholders need into a purpose is to be guilty of a logical confusion, to mistake a necessary condition for a sufficient one.
There was an increasing pressure on the employee to meet customer satisfaction. The number of customers per employee ratio within the group increased astronomically from about 1 employee per 400 customers in 2000 to approximately 1 employee per 1000 customers in 2008 (Evaluated by the author).
Thus, there was definitely increasing pressure on the managers to meet the change process goals with the dwindling numbers of employees per increasing customer subscription base.
CONCLUSION 结论
From the above analysis the change process in FT has been a success based on the key performance indices pursued.
However, a major concern identified in this study with a portend attribute is the increasing ratio of customer base per employee; an indication that employee's work-load benchmark during the change process was not identified or established.
The change process also failed to balance the cultural differences following the internationalization of France Telecom. According to Schein (1995) the new action must be fitting to behaviors and characteristics of the individual to remain effective or the old action will reemerge.
Finally, developing a sustainable change management at FT would therefore mean understanding the emotional and intellectual process involved in achieving change. This would imply participation of employees in the decision making and driving change processes should be facilitated by providing channels to transmit, analyze and discuss change issues (Burnes, 1996 pg.194).Nadler (1993) equally suggested the need to provide time and opportunity for people to disengage from the current state.
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