"Do you really think we are so stupid?" A letter to the CEO of Deutsche Telekom (A), Spanish Version Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

This three-component case study illustrates key concepts and lessons about top adaptive change in organizations of turning around the Deutsche Telekom, among the world’s biggest telecommunication companies in the circumstance. The case portrays some of the efforts undertaken by Deutsche Telekom under the management of Rene Obermann subsequent to his ascending to the CEO position in that group. The case illustrates the challenges associated with resistance to adaptive change, management of expectations of organizational members from their leaders, and also the emotional challenges of leading mandatory, but unpopular, change efforts under the states of pressure from organizational stakeholders, who consciously or unconsciously try to redirect the change-oriented leader from pushing the organization forward. The An instance briefly describes Deutsche Telekom's history of a former state-owned monopolist and its own battles in a current competitive environment, supplies information about Rene Obermann and his ascent to the CEO position, and outlines a number of the change initiatives undertaken by the organization. It culminates in a letter sent to Rene Obermann and Board members of Deutsche Telekom by a Business technician in Berlin. In the letter, which afterwards became associated with the feelings of several of Deutsche Telekom's workers, the author blames the Board of organization in having no interest in the progress of the company, well being of employees, and service to the consumers. The C case offers a summary of the change activities undertaken under the leadership of Rene Obermann at Deutsche Telekom and describes the outcomes understood at the time of preparing this case study.

PUBLICATION DATE: February 25, 2013 PRODUCT #: ES1002-HCB-SPA

This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT