Business Transformation Case Study

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Business Transformation Case Study
www.utl.co.ug
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Background

• UTL split from Uganda Posts Telecommunications
  in 1998
• Privatised in 2000
• Provides voice, data, internet, both mobile
  landline services and various IT solutions (Total
  ICT Solutions Provider)
• 2nd largest operator in Uganda

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Businesses under Pressure
Complex Requirements from Customers
Higher Returns for Shareholders
Better Terms Conditions for Employees
Competitive Pressure on Margins
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Ugandas Changing Business Environment

• Late 2006, the telecom market opened to full
  competition
• Within a few months, an additional 5 national
  operators were licensed

• Expected Impact
• Price War
• Loss of Customers
• Loss of Employees

• Transform Survive or Die

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Business Transformation An Alignment Process
People
Processes

• Competent
• Collaborative working
• Innovative
• Empowered

• Fewer Inputs
• Better Quality Outputs
• Customer Centric

Technology

• Supportive Systems
• Expanded Network
• Automated Tasks

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Transformation Objectives

• Achieve competitive staffing levels of 600
• Enhance operational efficiency through BPI
• Develop a flexible organisation structure
• Have Right Skills
• Enhance delivery capability
• Create outward looking organisation and
  innovative corporate culture
• Rapid growth in revenues and EBIT (earnings
  before interest and tax).

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Our Approach The TEAM
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The Three Pronged Approach
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The Challenges

• Short implementation Period
• Co-ordination of Various Modules
• Timing of the project
• Defence of Turf
• Preparing Staff to Leave the Company
• Maintaining Staff Morale and Productivity
• CHOGM

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KEY SUCCESS FACTORS

• Involvement of the CEO as the leader of
  Transformation
• Involvement of the management team
• Proper Project planning management
• Well executed Communications Strategy
• The Non-partisan Role played by External
  Consultants
• Careful Management of the Informal network, Union
  Government

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The Results

• Budget Targets Achieved
• Identification of Skill Gaps
• Smooth transition
• Efficiency gains in business processes
• organised workflow
• Proper positioning of the organisation

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Sustaining The Change
Institute performance-oriented pay/reward scheme
Implement well-mapped out continuous improvement
program
Address skill gaps through training
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Current Situation in UTL

• Currently UTL has 1,570,000 Million subscribers
  (Mobile Landline
• It is in the 2nd position in the Uganda Market
• Well Motivated Staff
• Low Staff Turnover
• Quick Response to Customer Problems
• Better Technology

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ENDTHANK YOU VERY MUCH