Change Management at Telenor Pakistan

Abstract

Telenor Pakistan applied the Lewin’s Change Model when the CDC (Centralized Delivery Centre) was to be executed. The first step was unfreezing in which the initial state of Telenor Pakistan, being a de-centralized firm was changed. In the de-centralized model, technology and operations teams of Telenor Pakistan were spread across (nation-wide) in 9 regions and 3 circles. By unfreezing, a conscious call was taken by the top management to work upon consolidation and maintain a long-term vision of being a lean organization. The second step was executing the change which was based on the following strategy: • Selection of CDC partner via an RFP process in which vendors (both local and international) bided for the outsourcing of services. Nokia was selected as Telenor’s CDC partner based on the lowest cost bid submitted for the services. • Centralized teams formed operating from the HQ with all regional teams dissolved. • Network and Operations to be completely outsourced to Nokia. This meant that all functions which were related to the above stated were terminated from TP and moved to Nokia.