Change Implementation Reflection Report: Telecom Industry Analysis

This report presents a reflection on the implementation of change within a telecommunication company in South Africa. The author discusses the need for technological and cultural changes, particularly within the IT department, to improve data processing and upgrade services from 3G to 4G. The report emphasizes the role of organizational learning, effective communication, and employee training in successfully implementing change initiatives. It highlights how the human resource team managed resource allocation and the importance of clear communication from managers to employees. The report concludes by emphasizing that change is essential for meeting customer demands, improving work practices, and creating a value proposition, ultimately leading to quantifiable benefits for all stakeholders. The author shares personal perspectives on the challenges and successes of change implementation, referencing the importance of adapting corporate philosophy and building open communication channels.

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2 March 2019
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The present report is based on the reflection of personal ideas and experiences related to change
implementation in my past organization. In my opinion, organizational learning is a continuous
process that improves the skill level and enhance the competencies, which in simpler term is also
referred to as “experiences”.
My previous organization belongs to the telecommunication service in South Africa and there
were several incidences that requires technological and cultural change according to situational
context and market changes. Especially in the IT department, the organization was in urgent need
for implementing competitive strategy which includes accurate, relevant and complete data
processing, with minimum error rate. The change was intended to provide improved and cost
effective products and services to the customers, in conjunction to upgradation from 3G to 4G
services. However, the organization decided to use the change initiatives for the improvement of
the learning capabilities among its employees (Brones, de Carvalho, and de Senzi Zancul, 2017).
The human resource (HR) team was under huge pressure for implementing change effectively
and assure resource allocation responsibility sharing, monitoring and evaluation with the scope
of requisite learning process. In my opinion, it is the effective communication skill, which
enables the manager to convince the employees for accepting the change. The integration of
manager’s effective communication skill and employee’s disciplined change implementation
resulted in an overall quantitative benefits for the associated stakeholders which includes CEO,
employer, employees, customer, and government (Lozano, Nummert, and Ceulemans, 2016).
Especially at individual level, it leads to learning of newer technique, raises the competency
level, and increased the opportunity of self-enlightenment in the technical field.
In the given context, the employees within the organization were given prior training to cope
with the ongoing and continuous change process and accept it as a part of their corporate
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philosophy. It considers change as an unavoidable aspect to accomplish the demands of near
future. Finally, the change results into successful improvement of work practices and better form
of telecom product, technology integration and service, creating a value proposition for the
customers. It is also learned in this environment that leaders believe, that the profitability from
technological and cultural change implementation, is as a byproduct rather than considering it as
a reason for change (Serrat, 2017). However, the manager of the organization is highly
responsive towards proper implementation and reinforcement of the change. Based on my point
of view, our organizations believe that change is necessary to make all employees willingly work
in a single direction which can satisfy the changing demand of customers. In this regard, our
organization had always tried to build an open and clear communication with the employees.
Managers and supervisors always approach to use clear and detailed exchange of information
regarding requirements with the employees, either through email or face-to-face communication
(Lozano, Ceulemans, and Seatter, 2015). Furthermore, weekly one-on-one meeting was
conducted to know each employee’s opinion regarding any new plan or change. Apart from all
these, anonymous surveys, informal social outings and 360 degree reviews were also conducts as
a part of effective communication. Thus, the intent and method of change is clearly and honestly
discussed with all the associated stakeholders before implementation of change.
References
Brones, F.A., de Carvalho, M.M. and de Senzi Zancul, E., 2017. Reviews, action and learning on
change management for ecodesign transition. Journal of Cleaner Production, 142, pp.8-22.
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Lozano, R., Ceulemans, K. and Seatter, C.S., 2015. Teaching organisational change management
for sustainability: designing and delivering a course at the University of Leeds to better
prepare future sustainability change agents. Journal of Cleaner Production, 106, pp.205-215.
Lozano, R., Nummert, B. and Ceulemans, K., 2016. Elucidating the relationship between
sustainability reporting and organisational change management for sustainability. Journal of
cleaner production, 125, pp.168-188.
Serrat, O., 2017. Building a learning organization. In Knowledge solutions (pp. 57-67). Springer,
Singapore.
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