IMD-3-2151 © 2011
Ben-Hur, Shlomo; Anderson, Jamie
The case begins in late 2006, soon after Obermann was promoted to change Kai-Uwe Ricke at Deutsche Telekom (DT), one of the basic bearers of the German economy. Having actually long been one of the dominant gamers in Europe, DT's share rate had actually collapsed in simply a couple of years, as had its grip over its house market. Soon prior to Obermann was selected, DT's share of brand-new broadband consumers in Germany - its conventional fortress - fell to listed below 10 percent.
Numerous experts visualized either bankruptcy or split for DT within a matter of 3 or 4 years. Under Obermann's management, DT went through a significant transformation, restoring its dominant position in the big domestic market within 3 years - however it stayed too early to proclaim a completely fledged turn-around. It provides a couple of background information on the brand-new CEO and explains some of the vital moves he made throughout his very first 2 years at the helm - and his success in supporting DT Case-B covers the 2nd stage of DT's recuperation and the continued drive to develop a single incorporated business, to conquer resistance and to motivate brand-new habits.
Subjects: Organizational culture; Corporate culture; Telecommunications; Leading change; Transformation; Leadership; Authenticity; Top management team; Vision; Alignment; Customer orientation; Strategy; Turnaround.
Settings: Germany and Global ; Telecommunications ; 260,000 employees ; 2006-2010
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