Managing Technologies and Innovation

This article discusses the characteristics of Vodafone that made it a successful and innovative company, evaluation of the strategy for the implementation of SAP ERP technology in Vodafone and the transition and success factor, and main factors of innovation in Uber. It also includes references for further reading.

Running head: INNOVATION
Managing Technologies and Innovation
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Table of Contents
Characteristics of Vodafone that made it a successful and innovative company..............................
3
Evaluation of the strategy for the implementation of SAP ERP technology in Vodafone and the
transition and success factor............................................................................................................4
Main factors of innovation in Uber.................................................................................................5
References........................................................................................................................................7

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Characteristics of Vodafone that made it a successful and innovative company
Vodafone is a UK based telecommunication company. They have started their business in
Egypt in 1998. This organization provides excellent technological solution to both consumers
and business. The customer-driven strategy of Vodafone is an effective strategy for this
organization that leads them to achieve the success by continuously satisfying their customers
(Miic.gov.eg 2018). However, the customer-focused perspectives of Vodafone lead them to get
top position in the global technology industry. Such customer-focused strategy enables this
organization to cope up with the rapidly emerging technology and innovation. This organization
focuses on the adoption of continuous change, which is another strategy of this organization that
leads them to achieve success. Adoption of new changes is an effective approach for any
organization that leads them to deal with challenges (Jain and Ahuja 2017). Therefore, the
dynamic nature of the work culture is another positive aspect of this organization to gain success.
This organization has a strong professional team that maximizes the Vodafone Egypt's voice
data, networking and transport of data by using information technology library. This organization
includes a dedicated team consists 6,500 employees, which is the biggest strength of this
organization.
Vodafone is involved in providing excellent service to 370 million customers includes
voice service, high-speed internet facility, and text picture. On the other hand, they provide
fixed-line service to the customers all over the world. They have changed their organizational
structure to achieve their business goal besides assuring the quality service. They have built trust
among the customers, which is the key component of their success. Introduction of SAP ERP
software helped this organization to improve their sales and distribution (Computerworlduk.com

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2018). This technological innovation reduced the operation cost in Vodafone and made them an
innovative and successful organization.
Evaluation of the strategy for the implementation of SAP ERP technology in Vodafone and
the transition and success factor
Introduction of SAP ERP is a new technological innovation in Vodafone Egypt. This is
an enterprise resource planning software. This software involves in managing key business
functions such as sales and distribution, corporate service management, human capital
management and health and safety management (Miic.gov.eg 2018). Vodafone Egypt is
associated with the EVO-ERP project. This project is involved in supply chain and human
resource management with the help of SAP-ERP. In order to implement this new technology, an
internal communication strategy is proposed by Vodafone. This strategy was helpful to carry out
a smooth transformation and made the employees more effective. In order to implement SAP-
ERP direct and indirect work were taken place, which added value to Vodafone operation.
During this technological innovation, transition occurred. However, a super user was selected for
each department in order to assist the employees to access the newly implemented system.
However, the employees faced difficulties at the first stage of EVO's implementation as it was
hard for them to switch to EVO. For this purpose, the employees were given a three weeks
training to deal with the new system. The new changes include long term-planning and
continuous training to the employees to ensure the data transferring through this new system.
Training is crucial for the employees to acquire a new skill and to improve their existing
skill (Ramazani and Jergeas 2015). In the context of Vodafone for the implementation of SAP-
ERP introduction of the new training program was helpful for their employees to make them

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flexible with the changing environment. On the other hand, the communication strategy was
helpful for the employees to make a transformation in the existing business of Vodafone Egypt.
Several success factors are associated with the implementation of SAP-ERP in Vodafone.
Constant changing culture of Vodafone was a great success factor of SAP-ERP system in
Vodafone. However, the employees are able to cope up with the new technology by following
the changing culture of Vodafone. On the other hand, Vodafone always aims to be a market
leader, which leads them to acquire the success by incorporating change in this organization.
Employee development program is another potential success of SAP-ERP implementation.
Innovation of this technology helped Vodafone to integrate all the information in their system.
Therefore, such innovation leads Vodafone to contribute more to the development of Egypt
(Vodafone.com 2018).
Main factors of innovation in Uber
Uber is popular for its innovative feature as innovation is the DNA of this organization.
This Taxi service company follows disruptive innovation to compete in the global market. In
order to create new value and new market organizations use disruptive innovation (Christensen
et al. 2015). In the recent years, Uber focuses on safety of the stakeholders. For this purpose,
they have developed Gyrometers. This is a new application that is present in smart phone to
verify the feedback of customers. In order to improve the safety, this technology is effective.
This Gryometer helps to measure the small movements of the vehicle while accelerometer and
GPS show when the vehicle starts and stop (Uber.com 2018). On the other hand, this technology
is helpful to measure the overall speed of the vehicle. By using this technology Uber can justify
the consumer complaints. However, if the consumers complain that the driver is driving too fast
then Uber can review the trip by the help of Gyrometer and get in touch with the driver. This

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technology also ensures the road safety of the passengers. Employee's engagement is another
major factor in innovation. In Uber the employee's engagement and retention are high. This
organization follows talent management strategy and provides benefits to the employees against
their performance. Uber always focuses on the needs of the employees, which helps this
organization to implement new innovation in their organization. Therefore, the hard work of the
employees helps Uber to gain success through their new innovation. Uber follows participative
leadership style to carry out their disruptive innovation. However, participative leadership style
allows an organization to take input from all employees while taking any organizational decision
(Lam et al. 2015). Creativity, fairness, and competence are the major there characteristics of
participative leadership. In the context of Uber, they have established Gyrometer to improve the
safety of passengers. Hence, participative leadership characteristics will support this innovation
as Uber wants to justify the complaints of passengers against drivers, which focuses on
transparency of an innovation. Therefore, this technological innovat is a creative work of Uber,
which can be done by using participative leadership strategy.

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References
Christensen, C.M., Raynor, M.E. and McDonald, R., 2015. What is disruptive innovation.
Harvard Business Review, 93(12), pp.44-53.
Computerworlduk.com. 2018. Vodafone in final stages of global SAP ERP rollout. [online]
Available at: https://www.computerworlduk.com/it-management/vodafone-in-final-stages-of-
global-sap-erp-rollout-3280669/ [Accessed 2 Apr. 2018].
Jain, P. and Ahuja, Y., 2017. Customer Retention from Collection Orientation to Customer
Orientation Strategy-A Case Study of Telecom Player in India. ITIHAS-The Journal of Indian
Management, 7(3).
Lam, C.K., Huang, X. and Chan, S.C., 2015. The threshold effect of participative leadership and
the role of leader information sharing. Academy of Management Journal, 58(3), pp.836-855.
Miic.gov.eg. 2018. VODAFONE EGYPT. [online] Available at:
http://www.miic.gov.eg/English/SuccessStories/Investment/Pages/VODAFONE-EGYPT.aspx
[Accessed 2 Apr. 2018].
Ramazani, J. and Jergeas, G., 2015. Project managers and the journey from good to great: The
benefits of investment in project management training and education. International Journal of
Project Management, 33(1), pp.41-52.
Uber.com. 2018. Driving Innovation at Uber. [online] Available at: https://www.uber.com/en-
PK/blog/innovation/ [Accessed 2 Apr. 2018].

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Vodafone.com. 2018. Vodafone. [online] Available at: https://www.vodafone.com [Accessed 2
Apr. 2018].