Change Management in Vodafone Egypt: Challenges and Strategies

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Assessment 1
Introduction
Change management is referred to a methodical approach of dealing with the evolution or
change of an organisations established objectives generates techniques or expertise (Anderson
and Anderson 2010). The purpose of change management is to efficiently employ strategic
approaches for influencing and regulating change and further assisting individuals to adapt those
changes (Hayes 2018). However such strategies incorporate having a structured procedure for
implementing a change along with the mechanism to be responsive to those implementations and
further adhering to those. Organisations aiming to implement a change management program
often undergo several challenges during the process (Zink, Steimle and Schröder 2008).
Furthermore detailed knowledge of companies culture, it is noted that a change management
procedure necessitates and accurate evaluation of the procedures applications and employees to
be influenced by the change procedure. Effective executions of change management theories
lead a company towards the chances of organizational success. Renowned marketing expert John
Kotter has introduced the ‘Kotter’s 8 step Change Model’ in order to enhance the competence
level of the organization to bring transition and further to increase its potentialities of achieving
success. The 8 steps mentioned in the process of Kotter’s 8 step Model of change incorporate
creating sense of urgency, establishing significant guiding coalitions, developing a proper vision
as well as strategy, communicating the vision, eradicating hindrances and further empowering
employee base as responsive and further creating short-term success, effectively strengthening
gains and lastly reinforcing transitions by anchoring transitions in the culture (Kotter 2012). It
has been noted that effective application of Kotter’s model provides an explicit demonstration
and aid on the entire procedure of transition and is considered to be easy to implement. Though

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the model focuses on creating and forming rate of acceptability for transition rather than actual
change procedures it is regarded as a time-consuming process.
The nature of organizational transition can also be explicitly comprehended through
Grundy’s three varieties of change whereby the smooth incremental type of transition evolves in
a systematic and predictable manner; the ‘bumpy’ incremental change has been characterized ny
significant periods of relative tranquillity interrupted by acceleration in the pace of transition.
Furthermore, the discontinued process of change has been characterized by rapid alterations in
the approach, structure and culture (Simpson 2012).
However by itself organisational change management does not condense the costs or
further increase the revenues of the business. Rather it aims to raise the level of team efficiency
required for the organisation in order to adapt the transition and further operate in a more
efficient manner (Wheelen and Hunger 2011). The objectives of this paper are as follows:
 Evaluate two concepts of change management
 Provide a background of Vodafone Egypt
 Evaluate the factors related to the internal as well as external forces that resulted
Vodafone Egypt to implement change management procedures.
 Focus on the factors that are anticipated to pose challenges to the success of
change management of the organization.
 Analyse the types of transitions that the CEO of Vodafone Egypt aims to
implement by providing productive sets of recommendations that must be used in
order to overcome the resistance level of the employees engaged in the
organization and further drive success to the desired change management process.

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Background
Vodafone has gained image recognition since last few years as the largest mobile network
operator in the world operating over 70 Nations within its corporate domain. Reports reveal that
over 90% of the company’s shares with an approximate value of around 200 billion US dollars
have been located outside its home nation of the United Kingdom (Harlow 2016). However it has
been noted that the business Enterprise has formulated an effective strategy to provide mobile
network services to both Global and domestic customer base catering the affluent as well as
financially emerging nations globally at competitive rates further ensuring suitable and accurate
technological services along with consumer driven products. The primary aim of Vodafone lies
on achieving utmost success and attaining the recognition of being one of the leading mobile
network providers with the increasing competition in the Global market. However in this
intensively competitive market domain the organization has been experiencing great degree of
competitiveness from its rivals such as Mannesmann (Harlow 2016). However it has been noted
that Vodafone had successfully overpowered the competition proposed by its rival and has
transformed itself into one of the dominated mobile operating service provider in the European
region. It is further to note that the major proportion of revenues of the organization is generated
from airtime revenues and has reportedly established associations with significant network
equipment providers as well as Nokia, Motorola and LG who are recognized as the leading cell
phone manufacturers in the world based on its share in the market (Harlow 2016).
At this juncture it is important to identify significant area of concern experienced by
Vodafone Egypt which has been creating complexities in the success growth of the company.
Egypt being a country where the rate of illiteracy among youth has been estimated at around 9%
has a system of Higher Education that reportedly producers more number of graduates in