IMD-3-2150 © 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 standard-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 on 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.
Under Obermann's management, DT went through a remarkable transformation, restoring its dominant position in the huge domestic market within 3 years-- however it stayed too early to proclaim a full-fledged turn-around. It provides a couple of background information on the brand-new CEO and explains some of the essential 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 healing and the continued drive to develop a single incorporated business, to eliminate 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; Global ; Telecommunications ; 260,000 employees ; 2006-2010
