Change Management Report: Case Study of Du and Huawei Merger in UAE

This report provides an in-depth analysis of change management principles, focusing on the Emirates Integrated Telecommunications Co. (du) case study in the UAE. The report begins by defining change management and its significance in the corporate world, emphasizing the need for strategic adaptation in response to technological advancements and competitive market pressures. The main body of the report delves into the challenges faced by Du, including declining sales, internal conflicts, and customer dissatisfaction, which led to the decision to merge with Huawei. It then examines the implementation of Kotter's change process model, detailing each step from creating a sense of urgency to embedding changes in the corporate culture. The report highlights the actors involved in the change process, including management, stakeholders, and employees, and discusses the barriers encountered, such as communication gaps and lack of employee involvement. Furthermore, the report explores change management models like the Pettigrew model and emphasizes the importance of stability in operations and organizational culture. The analysis concludes by showcasing how Du successfully expanded its operations, improved service quality, and increased customer satisfaction through effective change management strategies.

Management of change

TABLE OF CONTENTS
INTRODUCTION:..........................................................................................................................1
MAIN BODY ..................................................................................................................................1
CONCLUSION:.............................................................................................................................10
REFERENCES:.............................................................................................................................11

INTRODUCTION:
Change is one of the most common words that are used in corporates. It is defined as
moving from one state to other. A change is always measured in terms of performance. It helps
an organisation in providing efficiency in operations (Kuipers, Higgs and Van der Voet, 2014)
It is very important for an organisation to make changes according to technology because
markets are becoming more competitive. Before implementing any change, it is essential that
business must develop effective strategies as it will help in implementing it easily. Otherwise, it
will result in failure. There are many triggers of change. It induces change. External triggers are
known as PESTLE while internal includes customers, competitors, etc. A change always needs
to be evaluated as it will directly impact on growth of business. This report will show how a
company in UAE adopted change successfully by merging it with Huawei (Goetsch and Davis,
2014).
MAIN BODY
Implementation of change is very necessary for business. It helps in growth and
development in different markets. Business faces many issues related to process, methods, etc.
Apart from this, there are many other problems that are faced related to products, quality, etc.
Therefore, in order to solve these issues, change is essential (Cannon and Hillebrandt, 2016) It
helps in providing solutions of problems and thereby solving them. A change helps business to
remain survive in the competitive market for long term. Also, it helps in building strong
competitive advantage over the rivals. Change management is a process of identifying and
implementing change in an organisation. It contains several elements that can affect an
organisation either in negative or positive way. Hence, it is very important to analyse those
elements. It will support in controlling its impact. Generally, change in done to develop products
or to improve their quality. This helps in attracting customers and retaining them. Usually,
change helps an organisation in enhancing their overall efficiency so that more profits can be
generated. For implementing a change, managers and leaders play a crucial role. They develop
strategies and plan on to deal with the change. Other than this, manager effectively coordinates
with employee in order to adopt change. For this report, case study of Emirates Integrated
Telecommunications Co. (du) is taken (Cameron and Green, 2015). It will describe how

company was facing critical challenges and what change they adopted in order to overcome it.
Besides this, there are various models and theories of change that has been explained in the case
study.
CASE STUDY
Emirates Integrated Telecommunications Co. (du) is a company that is providing internet
and technology related services to people in Dubai. It was following the traditional way of
providing services. This was the major telecom company in UAE in February 2007. But due
to frequent advancement in technology, company was not able to keep pace of its growth
and development (Harrison, and Lock, 2017). This issue created a lot of problems for
company. It restricted their growth and created a major impact on their quality of services.
Due to this, Du sales and profits started declining. Apart from this, du was facing several
issues that are conflicts between management and employees. This affected the
organisational culture to a great extent. Moreover, due to decrease in quality of services,
customer satisfaction was declining. It was becoming difficult for company to retain
customers. Also, there was no proper and systematic procedure of solving customer
problems. Due to this, issues and problems of customers were not properly solved.
Thus, management of company decided to implement change in order to keep pace
with advancement in technology. In order to solve problems and issues, it was implemented
(Anthony, Marshall and Green, 2015). For this, they decided to merge with Huawei.
Furthermore, strategies and plans were developed on how change will be implemented.
Along with this, change process was followed to implement change in Du. Kotter's change
process model was followed. It is as follows:-

Create urgency – It is the first step in which an urgency is made for creating change in
entire organisation. This is done to motivate employees and managers. The initial
motivation helps in creating change and keep moving things. Du initiated this change within
organisation. They identified potential threats. Also, they identified opportunities that can
be grabbed.
Form a powerful coalition – In this stage, the employees working in organisation are
convinced about that change is necessary (Benn, Edward and Williams, 2014). If it is not
implemented, it will lead to huge loss. In this, managers of du played a vital role. They
created an environment of change and motivated stakeholders of du. Also, new leader were
hired to implement it.
Illustration 1: Kotter's change model

Create vision for change – It refers to creating a vision for why change is necessary and
how it will benefit the organisation. In context to this, du created a vision that change will
help in keeping pace with technology. Also, by implementing change, du will again become
the number one company in UAE. Moreover, it will bring value to services and company.
With this, management was able to develop strategy on how change will be implemented.
Communicate vision – In this, vision developed is communicated in overall organisation.
It must be showed to employees and stakeholders that how change will bring success to
organisation (Lewis, Passmore and Cantore, 2016). It is done so that effective decisions
can be taken. Du management effectively communicated the overall vision of collaborating
with Huawei; it was useful as employees knew about what was going to happen.
Remove obstacles – This is the first step in which obstacles are removed. It helps in
effective implementation of change so that vision can be achieved. For this, managers
analyse the overall organisation situation. Strategies are developed at every level in
organisation. This is done so that the negative impact of change can be minimised. Du
management identified obstacles at every level. For this, they checked barriers and
empower people to execute vision. It helped them to move forward.
Create short term wins- In this, short term goals are set so that it can be achieved easily. It
is done so that employees can taste the victory at early stage. It motivated staff to make
progress in their work (Iglesias and Garrote, 2015) Du management also created some
short term goals. Also, they guided and directed employees in achieving that. This was
beneficial as it helped in attaining those targets.
Build on change- In this step, the change is kept at pace so that it do not get failed.
Generally, a new product is launched in this. Also, changes are made in systems or methods
through which goals are achieved. Usually, Kaizen is used in this. Du used Kaizen in this
stage so that continuous changes can be made in process or systems. It helped them to
implement change in systematic manner and effectively. They were able to improve their
efficiency.

Implement change in corporate – Now, change is implemented in overall organisation. It
is done by implementing in daily operations (Browne, Norton and McCormack, 2015).
This helps in changing organisational culture. Du made changes in their operations. For
this, managers supported employees at every level
The main triggers for change was advancement in technologies and Du was not able
to make pace according to it. Due to this, the sales and profits of company was declining. It
also lead to rise in issues and decline in quality of service. This affected Du in negative
way. Moreover, customer satisfaction level was also declining. They were not able to retain
them. The context of change process
For implementing change process there was many actors involved in this. The main role
was played by management and stakeholders (Lozano, Nummert and Ceulemans, 2016)
They took the decision to merge with Huawei Besides this, manager developed strategies
on how change will be implemented. Plans were made and process was initiated. On the
other hand stakeholders communicated with suppliers, customers, etc. to discuss about
change. Furthermore, employees also played a significant role in implementing change
process. They followed manager decisions and contributed in achieving goals. Along with
this, they performed operations in effective manner so that goals can be attained.
But, there occurred many barriers in change process. It affects the overall change
management. It was due to lack of communication between management and employees.
There was no proper strategy or structure made through which communication can be done.
This affected the overall change process. Manager did not properly communicate strategies
and goals to employee (Cummings and Worley, 2014) This restricted them to know what
changes are been done in operations. Due to this no short term goals was set with respect to
change. Another barrier that occurred in change process was lack of employee involvement.
Employee was not involved in decision making process. So task was assigned to them not
according to their skills and abilities. This resulted in poor performance of employees.
Beside this, DU structure was very complex. It took a lot of time for manager to develop
process and implement it. The complexity in process became very difficult to understand. It

was not possible to implement change to such a large extent. Also, merging with Huawei
was a very difficulty and complex tasks. It required all process and system to be changed. In
this way du was able to expand their operations in entire UAE. The systems and methods
were modified accordingly. This lead to increase in sales and profits. Moreover, a
centralised communication system was established that helped in solving customer
problems easily. Also, due to increase in employee efficiency, quality of service was
improved as well. It lead to rise in satisfaction level of customers. This enabled du to retain
them (Buick and West, 2015)
In order to implement change effectively and efficiently, there are many models and
theories of change management is followed. It allows on organisation to implement change with
minimum negative impact. Also, it is easy for companies to implement change in systematic
way. Moreover, the main purpose of using model while implementation of change is to bring
stability in operations so that it can run in smooth way. It is very important to maintain stability
in operations as it will lead to enhance in business performance as well as efficiency.
Furthermore, stability helps in maintaining organisational culture. With this the analysis of
change can be done (Hughes and Wearing, 2016). It will help in finding out whether change is
been implemented in effective way or not. If not then measures are taken to improve it. Du also
followed some models and theories for this. These are discussed below :-
Pettigrew model – It is a frame work in which there are three elements that is context (why
change), content (what to change) and process (how to change). In this Pettigrew focused on
organisational context that is PESTEL. It is very necessary to analyse this as it helps in collecting
information related to country, government, etc. the content depends on managing context and
processes. It involves skills in terms of inner and outer context of firm. It refers to process of
change to actions, interactions, etc. to move from present state to the future state (Kuipers,
Higgs and Van der Voet, 2014) It includes change in certain aspect of organisation that are
objectives choice of product and evaluation criteria. At last process consists of two essential
elements. The first one is culture, structure and second one is biases that exist in structure and

culture. These elements need to be understand as change in process will bring change in
outcomes. This model effectively analyse external factors. It shows how change in them will lead
to affect overall operations of du. By this manager can develop strategies accordingly. He or she
can take measures to handle that situation.
Lewin's model – In this model in instead of doing PESTEL analysis Lewin model relies on
simple idea. It shows that an organisation must diminish force that resist change. It will help in
implementation of this easily. There are two state in this that are A and B. when change is
implemented there is movement of state. It moves from A to B. but when it reaches state B the
force is no longer have same relevance. Thus, any push in this will be equal in terms of strength
and stability (Goetsch and Davis, 2014). Basically, there are two main elements in this. First is
filed force analysis and second is force for change analysis. Thus, it is easy to follow this model.
Du also applied this model in order to implement change. It was beneficial for company
to analyse triggers by doing filed force analysis. In this du identified what factors can effect
organisational culture.
Illustration 2: Lewin's model

A change always needs to be evaluated as it will directly impact on growth of business.
From the above it is evaluated du was used this model in order to implement change. But the
model used by them created negative impact. They could have used another model for
implementing change. This would have given more advantage to du. Also, company might have
not to waste resources like time and cost (Cannon and Hillebrandt, 2016.) However, it was easy
for du to modify their process or improve service quality to generate stable profits. Beside this,
company should have modified system or method through which pace can be maintained with
advancement in technologies. With this they can grow and develop in UAE.
As per the discussion it is cleared that du implemented change in order to grow and
develop. It merged with Huawei so that service quality can be improved that will result in
retaining customers. Moreover, there was many other plans which can help du to analyse how
change can be implemented. Apart from this , it will useful in better handling of change and
operations. By doing this manager will know how methods and system can be modified. Beside
this, it will be make it simple and understandable to find out areas where change is needed.
Employee will also know that why change is important and how it will help company in growth
and development (Cameron and Green, 2015). Moreover, there will be flexibility in process and
operations. This will lead to increase in employee productivity.
On the contrary it can be evaluated that there was not a significant impact of change in
du. This was because employee were resisting it. They want to work in traditional manner so that
there efficiency can be maintained. Also, they became lethargic is change was implemented. It
will reduce their capability. Also, training have to be provided to them. This will add to expenses
of du. If goals and objectives ate not accomplished on time, then growth will be restricted.
But on the other hand using change model has helped du in implementing change
effectively and efficiently. With this manager are able to develop strategies and analyse where
change will occur and how it will affect operations. Besides this, it will enable du management
and stakeholder to identify the importance of change. Moreover, with this it has helped du in
creating a better organisational culture (Harrison, and Lock, 2017) There has been certain
changes in policies and procedures through which efficiency of employees has enhanced.

Furthermore, training methods has been modified. This has enabled du to develop services. Other
than this, a systematic procedure was developed by which customer problems are solved.
The main concept that can be explained from the above case study is that in change is
very necessary to implement. It helps an organisation to grow and develop. A change can be in
any form. It depends on organisation needs that what change is needed. However, du needed to
keep pace with technology (Anthony, Marshall and Green, 2015) So they decided to implement
change by merging with Huawei. So change in systems and methods was done. In context to case
study I evaluated that theories and models can be used to understand change. It becomes easier to
review change process and find out why change was necessary and how it has been
implemented. Thus, by using the kotter's process model I easily understood that du needed was
not operations operating well in Dubai. The quality of services provided by them was decreasing.
It resulted in decrease in customer satisfaction. Also, there was several problems being faced by
du such as conflicts, productivity, etc. this forced company to implement change so that issues
can be solved. The case study reflects on the theories and models that are used by du in
implementing change (Benn, Edward and Williams, 2014) In this Kotter's change model is
used. So this model consists of several steps through which overall change process can be
analysed. I also took help of this model. It helped me in understanding how initial process of
change begins. I also evaluated that how Du followed this. There was many implications related
to this model. It can be identified as du was big organisation. Their operations was spread in all
over UAE. This forced them to modify their process so that profits and sales can be increased.
Moreover, the major thing which allowed du to implement change was modern technology.
Company has to provide the latest and modern facilities to customers. so for this they need to
develop services and products. It will benefit them.
The issues and problems described in case study shows that how du was unable to
improve their efficiency. Also, what external factors were affecting their growth and
development in UAE (Lewis, Passmore and Cantore, 2016) Along with this, what were the
triggers that allowed them to implement change. The issues of approaches that are described in
case study is that it wasted a lot of time of managers to analyse where change has to be
implemented. Also, they were not able to identify the areas in which change was needed. The

model used by them was making it difficult to develop strategy for each area. This affected the
overall operation efficiency. Furthermore, it created some major implications such as the external
factors was frequently changing. So it was not possible to analyse them. This was main reason
why model used by du was creating problems and issues.
Other than this, there occurred different problems. By using Lewin model external factors
can not be analysed (Iglesias and Garrote, 2015) Due to this change can not be implemented. It
is because any minor change in external factor will overall impact change management. So this
model created a problem while applying it. Therefore, it can be said that du faced several
problems. For solving they need to take help of more effective models. It will be easy for
managers to critically evaluate every theory. It can also be used in the future before
implementing change.
However, it can be said that models are usually used by organisation when change has to
be implemented to a great extent. Theories helps in analysing various elements such as why,
where and how (Browne, Norton and McCormack, 2015). With this it is easy to determine the
affect of change on operations. Thus, it is necessary for managers to analyse the concept of each
model and theory. It will be beneficial in providing insight about what is the need of change.
CONCLUSION:
From this report it is concluded that change is necessary for organisation. It helps in
growth and development in different markets. For implementing change managers and leaders
play a crucial role in implementing change. They develop strategies and plan on to deal with
change. The Kotter's change process model is discussed in this report. There occurred many
barriers in change process. It affects the overall change management. The main triggers for
change was advancement in technologies and Du was not able to make pace according to it. In
order to implement change effectively and efficiently, there are many models and theories of
change management is followed. It allows on organisation to implement change with minimum
negative impact. However, it can be said that models are usually used by organisation when
change has to be implemented to a great extent. By using Lewin model external factors can not
be analysed . Due to this change can not be implemented

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