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Roadmap

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by

Nicholas Resnick

on 11 December 2013

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Transcript of Roadmap

Show of hands:
Who here has Verizon as their carrier? T-Mobile?

Which company is younger?

Which company has higher employee satisfaction ratings?
Roadmap
Verizon and T-Mobile:
The "At the Top" versus "We Can't Stop"


Purpose

Verizon Analysis
Efficient hybrid formal organization
Diverse work force
Performance-based strategy
Troublesome company culture
Lack of internal values
Reversal of O'Reilly's "
Culture

Strategy
" Process
T-Mobile Analysis
Aggressive differentiated strategy called "UnCarrier"
Diverse and creative culture
Highest employee satisfaction
Disconnect between upper-management and lower-level employees
Ambitious quotas
Lack of credit recognition
Childish separation policy
Trivia!
Exhibit B
Trivia!

Purpose and Methodology

Analysis
Verizon
T-Mobile
Comparative

Recommendations and Takeaways

Limitations and Assumptions

Conclusion
Recommendations
Analyze the largest shortcoming within the respective congruence models of Verizon Wireless and T-Mobile and strive to understand the extent to which these shortcomings affect the performance and overall efficiency of these companies
Methodology
official company statements
newspaper articles
letters
employee testimonials

Limitations

Establish internal values

Takeaways:
Does The Congruence Model Actually

Matter?
No primary sources
Biased sources
Long-term
Assumptions
Success defined by industry rank
However...
Uniformity throughout the congruence model components
More research must be conducted before:

Extrapolating

Concluding that an effective model is the
sole secret ingredient to success
Short-term
Reword the Credo

1. Change firing policies
It's Ambiguous!
One large issue will not break you
Verizon’s performance-oriented work, diverse employees, and hybrid formal organization operate cohesively with the company’s strategy
T-Mobile’s inclusive culture, dedicated employees, and fulfilling tasks allow the company to grow rapidly
But How Do They Match Up?
Verizon > T-Mobile
T-Mobile > Verizon
Exhibit A
Exhibit C
Quote from Dennis Strigl, former CEO of Verizon:

"
When results are achieved, pride builds
. When pride builds, so does confidence. With confidence comes the desire to do even better. Trust and loyalty then grows.
Good managers, therefore, drive results
."
T-Mobile has cultivated an award-winning culture based on ethics, teamwork, and dedication
T-Mobile’s cultural focus:
Ability to experience
turbulence
and rebound
stronger than before
Rapidly declining customer base one year ago...
But has yielded an increase of
2.1 million
people in the last two quarters
Why?
Their staff believes in T-Mobile and identifies with its mission
Creating opportunities to make a difference

Not becoming “lost” in the corporate world
Exhibit A
Questions?
Conclusion
Verizon lacks a genuine culture
T-Mobile has a disconnect between upper-management and lower-level employees
Culture and communication channels are important in wireless industry
Overall cohesion of congruence model generally leads to success
1. Adhere to psychological contract
Emphasize
communication
and company
culture
due to retail nature of the industry
2. Monthly meetings between
upper-management and lower-level employees


Short-term
Long-term
Avoid inconsistency between
expectations and reality
Establish a family-oriented psychological
contract to compliment their inclusive culture
Industry-wide recommendation:
Communication channels lead to increased employee motivation.
A strong culture is necessary in the wireless industry to unite thousands of stores and offices under common norms.
Exhibit B
Verizon is still Number One
Strategic formal organization:
Divisional structure to match consumer demographics




more open communications
Full transcript