On Thursday January 27, 2011, hundreds of thousands of hooligans in Egypt were aggressively asking for an end to the 30-years rule of President Hosni Mubarak, and to further the state of emergency he had let spread out, and nurtured along that tenure. The protest movement was expected to collect even greater impetus ensuing the afternoon prayers the next day, a Friday. The communicating and connectivity through social media had acted as a driver that was key in enabling their actions to be coordinated by the protesters. By using a number of the rights that they had been accorded by the state of emergency, President Mubarak's government chose to strike at the lifeline of this virtual medium.
That afternoon, the government ordered the three primary voice and data communications suppliers in Egypt - Etisalat, Mobinil, and Vodafone - to suspend services in selected areas. Among these areas was Tahrir Square ("Independence/Martyrs' Square") in Cairo, the greatest nucleus where protesters had gathered. When Hatem Dowidar, CEO of Vodafone Egypt, discovered about the order of the government, he was going to take an essential decision. He understood that the situation in Egypt was being monitored carefully from all around the world. Dowidar also understood the plan of action he picked for would have consequences not merely for the parent Vodafone Group, but also for Vodafone Egypt. He chewed over the potential impacts aware that any choice he took would invariably evoke strong reactions. The case won the 2014 Case Center case writing award "Hot issue: Crisis as chance."
PUBLICATION DATE: February 26, 2014 PRODUCT #: ES1441-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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