This three-component case-study illustrates key concepts and lessons about leading adaptive change in organizations in the context of turning around Deutsche Telekom, one of the planet 's largest telecommunication companies. The case depicts some of the efforts undertaken by Deutsche Telekom below the leadership of Rene Obermann after his rise to the CEO position in that organization. The case exemplifies the challenges associated with opposition to adaptive change, management of expectations of organizational members from their leaders, as well as the mental challenges of leading mandatory, but unpopular, change efforts under the conditions of pressure from organizational stakeholders, who consciously or unconsciously try to divert the change-oriented leader from pushing the organization forward.
It culminates in a letter sent to Rene Obermann and Board members of Deutsche Telekom by the tech in Berlin of a company's. In the letter, which later became connected with the feelings of many of Deutsche Telekom's employees, the author accuses the Board of the organization in having no interest in the development of the firm, well being of workers, and service to the customers. The B case scenario demonstrates the response to the letter (which abruptly leaked to the media) within the Deutsche Telekom in German society, and aids an account of an emotional correspondence from René Obermann, who decided to respond in public to the letter. The C instance describes the consequences known at the time of preparing this case study and provides a summary of the change activities undertaken under the leadership of Rene Obermann at Deutsche Telekom.
PUBLICATION DATE: February 25, 2014 PRODUCT #: ES1022-PDF-SPA
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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