Analysis MTN: Conclusion

The End is Nigh 

The final stage in our plan for world domination assessing MTN’s innovative capabilities has finally come to fruition. Our research team completed probing local fauna MTN for more information on their weapons innovative capabilities. From the gathered data and test subjects information in our previous scouting efforts, we have formulated a number of questions that will assist us in eradicating all life analyzing and improving MTN’s innovation status. Resistance is futile.

Do they have an established system of mass destruction culture of innovation?

Yes, our initial scans revealed a well-established culture of innovation within MTN. In our previous report blog post, we discussed how MTN introduces and nurtures innovation within their organization using indoctrination learnership programs and policies regarding external exposure.

-Sleeper agent use advised-

Does their leadership break easily cultivate a culture of innovation?

Deep scans provided us with information on their leadership. We vaporized (Vape Nation) MTN recently changed their previous CEO, allowing us to implant a new one with our innovative ideals. This allows new ideas to enter the organisation to further our plans thus cultivating an subservient innovate society.

-Remove key personnel-

What are their main defences drivers of innovation?

We have discovered through torture and intense probing vigorous and precise research that MTN not only makes uses of emerging technologies (new and innovative) within their organisation but as products as well. Their culture of innovation is also one of their main drivers and a perfect penetration point for our listening devices. The scandal that we created in Nigeria drove them to find new innovative leadership to prevent repeat occurrences.

-Susceptible to sabotage-

What are their main structural weak/strong points barriers/enablers?

Orbital scans of their organisation have allowed us to discover a number of weak points barriers and enablers. Barriers are scandals and consumer preconceived ideas, which may lead to consumers reacting to innovations expectantly, and technical terms within the industry that can create rifts and misunderstandings between organisations and consumers. Enablers are MTN’s vast resources, which allow investment towards innovation, and quickly evolving technologies make it easier for MTN to implement innovations.

-Destroy resources first-

Invasion Innovation Plan

Step 1: Replace all leaders

Step 2: Disable defences

Step 3: Absorb all resources

Step 4: Eradicate all life

Step 5: Do paperwork

Step 6: Open celebratory Ryncol

Step 1: Generate Idea

Preventing future scandals, improving internal communication, refining policies, refurbishing brand design, improving leadership involvement, changing the organisational structure from vertical to more horizontal.

Step 2: Refine Selection of ideas

Primary Option: Improving internal communication with changing organisational structure.

Secondary Option: Refurbishing brand design with the introduction of new leadership.

Step 3: Selecting the ideas

Chosen option: Improving internal communication by creating a hybrid vertical/horizontal organisational structure. The Perfect Form.

Prototype 0: Introduction of brain slugs.

Prototype 1: Taking traditional vertical hierarchal structure and flipping it 90 degrees.

Prototype 2: Internal forums that allow employees to anonymously post urgent matters (employees able to up vote posts with limited votes) that top management can quickly see and reply to.

Prototype 3: Why not Zoidberg?

Step 4: Develop implementation plan

Stage 1: Creating an understanding within the organisation for the need for change

Stage 2: Explaining the changes to specific relevant stakeholders like leaders and managers.

Stage 2.1: Feedback from leaders and managers about changes

Stage 2.2: Developing the exact organisational structure with them.

Stage 2.3: Getting approval for the proposed plan.

Stage 2.4: Domination

Stage 3: Inform all company personnel about the incoming changes and providing training for individuals who are receiving positions with new expanded responsibilities.

Stage 4: Begin implementing changes from top management downwards.

Step 5: Apply strategy

This will take place once the plan is initiated.

Step 6: Evaluate and follow up

 After initiation, lab subjects surveys will be used to measure results. This step will allow us to learn from mistakes and improve on our execution of strategies for the next planet. 

Timeline for the Execution

Since we are currently in the process of inserting our own leader in the place of MTN's CEO MTN is currently undergoing a change in CEO it would be a good idea to not implement the plan during this process and the first few months after the new CEO starts working at MTN - To ensure the new CEO has settled in to the organisation and has become fully incorporated in their operations. However, the change also shouldn't occur too long after the new CEO's appointment as to ensure that he does not get entirely set into his ways. McLeod (2017) states that the new CEO, Godfrey Motsa, is taking over on the 1st of July. 

Thus, we will start implementing the strategy in January 2018 - giving the new CEO enough time to start get settled but also not enough to get set in his ways. In January we will start with stage 1 of step 4 where we create an understanding for why a change would be good. Beginning of February we will move to stage 2 of step 4 where we explain our proposed changes to the relevant stakeholders and work alongside them to develop the exact organisational structure that will be implemented. It is difficult to exactly determine how time consuming this stage will be but towards the end of March we should have approval to start implementing the plan.

In March we will inform all of the organisation's employees of the change and will start providing training to individuals that will take on new roles and responsibilities because of the change. 

During August we will start implementing the changes, starting with the top management and moving downwards.  

Effects of the Implementation Plan

Improving and streamlining communication will prevent trickle down communication and help create stronger relationships between individuals of the hierarchal structure.

Improved relationships lead to loyalty to both leaders and the organisation itself.

Loyalty leads to employees working together for the greater good of the company.

Working together and having a shared purpose increases happiness.

Happiness leads to improved efficiency and productivity.

Productivity…leads to global expansion.

Global expansion leads to the grand plan: assimilation and the growth of the Rngaror Empire!

Hail Zar’nag!

Slavery is not an option. Only extermination.

Analysis MTN: Part 2

Introduction

Leadership has existed since the dawn of time and remains a very important component of business and innovation. In this post, we will be looking into leadership structures, styles and their roles in innovation within MTN.

Leadership Structures

First we need to look at a basic leadership structure to better understand what we’re working with. The following is a traditional leadership (hierarchical) structure according to Morgan (2015):

https://www.forbes.com/sites/jacobmorgan/2015/07/06/the-5-types-of-organizational-structures-part-1-the-hierarchy/#5161c70a5252

Morgan (2015) states that this structure consists of many layers (as can be seen in the image above). He also states that communication is downwards, from the top leader to the individuals at the bottom of the structure. This means that communication in this structure is mostly one way (Top to bottom), because of this innovation stagnates as new ideas don’t reach the top leadership and are thus not implemented. He also states that this structure is littered with bureaucracy and is very sluggish.

He also goes on to say that this leadership structure doesn’t focus much on employee satisfaction and experience, this means that the organization is going to have a difficult time hiring top talent. This also influences innovation and many other aspects of the organization.

One strength of this structure is that it is good at maintaining the status quo, something which organizations desired decades ago (Morgan, 2015). This strength, however, can be a weakness.

MTN’s Leadership Structure

MTN follows the traditional leadership structure mentioned above. According to MTN (n.d.) at the very top of their leadership structure is their CEO, Mteto Nyati. He is responsible for making decisions that will affect the entire company and acts as a point of communication between the board of directors and the corporate operations.

Below him is the chief officers of human resources, finances, consumers and many more that all serve as heads of different departments within MTN. They make decisions regarding their departments. Below them would be the heads of sections within the different departments. These leaders would make decisions regarding their specific section.

Leadership Styles

 

According to Johnson (n.d.) there are different styles of leadership and each of these styles have their own advantages and disadvantages. He mentions the following styles:

Laissez-Faire

 

A leader that makes use of the laissez-faire style of leadership will, generally, lack direct supervision over employees and won’t provide feedback, at regular intervals, to his/her subordinates. This leadership style can lead to increased costs, little control, and poor production. An example of a laissez-faire leader would be when a leader gives their subordinates an objective and then sit back to let them sort it out on their own.

Autocratic

 

The autocratic leadership style provides leaders with the most amount of control as they will be the only ones to make decisions and they also don’t require input from others. The autocratic leader’s decisions will, mostly, remain unchallenged by any subordinates. A good example of a country that uses this leadership style would be North Korea or Cuba.

This leadership style won’t be appreciated by creative team members that want to be free to do what they think is best, but it will be good for employees that require close supervision.

Transactional

 

A transactional leader will give subordinates tasks to do and will either provide them with a reward, for good work, or punish them for work that is not up to standard. The leader and the subordinates set their predetermined goals together. An example of this leadership style would be a teacher that rewards good children with a star and punishes bad children with time-out or a call to their parents.

Transformational

 

This leadership style requires a more active participation from the leaders. This style is highly dependent on great levels of communication from the leader in order for goals to be met. Transformational leaders use communication and high visibility to motivate subordinates, improve productivity and/or efficiency. The idea is that the transformational leader focuses on the big picture within the organization and delegates some of the smaller tasks to their subordinates.

An example of this leadership style would be when a CEO asks his employees to start embracing innovation and then he himself starts innovating in his work. He leads by example.

Situational

 

Anthony (n.d.) states that the situational leadership style refers to when a leader adapts or changes their style of leadership depending on the situation and who they are leading. Situational leaders adapt their style and it is not up to the employees to adapt to the leader’s style.

The different styles of leadership that a situational leader can make use of (Anthony, n.d.):

·         Telling & Directing – The leader makes the decisions and informs the others. Can also be seen as micromanagement. Employees simply do what they are told.

·         Selling & Coaching – Decisions ultimately lie with the leader but the leader tries to get input and buy-in from subordinates.

·         Participating & Supporting – Leader provides direction but the decisions ultimately lie with the subordinates.

·         Delegating – Least involvement from the leader and the team is mostly responsible for making decisions and completing tasks. Leader may still provide direction from time to time.

 

What leadership style does MTN make use of?

According to KenBlanchard (n.d.) MTN was, at one point, seeking to change the culture in their organisation to something that aligns more with their desired culture. During this process MTN needed leaders that would be able to help implement this change. To better implement the change MTN decided to make use of the situational leadership style, as suggested by KenBlanchard.

Role of leadership in innovation culture

Barsh, Capozzi and Davidson (2008) states that the way leaders behave sends strong signals to employees. Innovation is inherently associated with change and takes attention and resources away from efforts to achieve short-term performance goals. More than initiatives for any other purpose, innovation may therefore require leaders to encourage employees to win over their hearts and minds. 

Managers believe that paying lip service to innovation but doing nothing about it is the most common way they inhibit it. The failure of executives to model innovation such as encouraging behaviour, risk taking and openness to new ideas, as well as rewarding nothing but short-term performance and maintaining a fear of failure do nothing but inhibit the capability of employees to think and live innovatively. 

Holding leaders accountable for encouraging innovation makes a big difference. Innovative leaders spend most of their time making decisions about innovation involve by determining what types or strategies to focus on, who gets to work on the resulting projects, and how to commercialize the fruits. Accordig to Barsh, Capozzi and Davidson (2008) leaders can also take several other practical steps to advance innovation:

Define the kind of innovation that drives growth and helps meet strategic objectives. 

Leaders communicate to employees the type of innovation they expect. In the absence of such direction, employees will come back with incremental and often familiar ideas.

Add innovation to the formal agenda at regular leadership meetings. 

It sends an important signal to employees about the value management attaches to innovation.

Set performance metrics and targets for innovation. 

Leaders should think about two types of metrics: the financial (such as the percentage of total revenue from new products) and the behavioural.

How does MTN’s leaders encourage/promote innovation and an innovation culture in their organisation?

 

 New Leadership

According to McLeod (2017) the former Vodacom executive, Godfrey Motsa, took over as CEO of MTN South Africa from Nyati Mteto. Before joining MTN last year, Motsa was chief officer of the consumer business unit at Vodacom South Africa and has also been CEO of Vodacom Lesotho and Vodacom DRC. This change in leadership could mean that MTN seeks fresh blood with regards to innovative ideas and decision making.

 

Management Shakeup

On top of having a change in management, MTN has also reshuffled its management structure due to the record breaking $5.2 billion fine in Nigeria (ENCA, 2016).

The changes to management brought upon by MTN are meant to revitalise the leadership aspect of the company to not only help prevent catastrophes like the Nigerian fine but to also add new and fresh ideas with regards to innovation.

Combination of Programmes, Practices and Policies

As mentioned in our previous blogpost MTN also promotes a culture of innovation through their learnership programme, by keeping employees satisfied and exposing employees to outside influences.

Analysis MTN: Introduction

Target: MTN

*We're totally not aliens

Infiltrator: XenoVation

Purpose: World Domination.

A quick indoctrination introduction: 

Our company name: XenoVation

Our vision: To be a consultancy that brings innovation, no matter the scale, to most if not all industries across the galaxy globe.

Our mission: To bring out of this world solutions to earthly problems.

Our values: Values innovation highly but also values achieving innovation in an ethical way that benefits most, if not all, individuals or parties involved.

More information on our About Us page.

Behind the Name: XenoVation

We came up with the name XenoVation after an arduous task. We first tried to find terms that involved innovations and tried to form a name using External Innovation. This created Exovation first but soon found that a company with that name already exists. So we destroyed them. We then searched for a logo to help us find inspiration. We came upon a image of a satellite on game-icon.net that lead us to think about a space themed name, to go with advanced technology and innovation. One thing lead to another we decided on...aliens, specifically the term "xeno" which means "foreign" or "alien." This in turn created "XenoVation".

Behind the Logo: Aliens!

Because we are totally not humans aliens we decided it would be fun to follow the theme of space and aliens. We thought up the brilliant idea of including a UFO in our logo "abducting" (as if ) the company name but it became messy and ineligible. We stuck with the concept of a UFO because we felt it was fitting for our theme only instead of an abduction (for science)  we drew inspiration from James Cameron's Aliens movie and even used a similar font with white text over a black background. The UFO features Red, Green and Blue which represent RGB colour systems used to represent colours on a computer screen to fit in with the modern technology theme.

The Chosen one...

Our chosen South African organisation for experimenting  analysing is MTN. According to MTN (n.d.) they are a world class communications and cellular network company that focuses all of their attention on the African continent. They strive to achieve economic empowerment for African countries through the use of communication and the improvement thereof.

History of MTN

http://www.phonebox.info/africa/wpe1.jpg

According to MTN (n.d.) they were founded in 1994. During 1995 and 1996 MTN introduced free calls to emergency services, as well as, pre-paid packages to South Africa. MTN started their international expansion in 1997 and established MTN international in 1998, which lead to them eventually expanding up in to Africa and Middle Eastern countries, where they have been successful, for the most part.

The year 2002 saw MTN installing a solar payhone in the middle of Lake Victoria for the local fishermen to make use of. In 2005 MTN was one of the first operators in all of Africa to implement 3G connectivity in to its services.

Between 2006 and 2008 MTN's subscriber base increased from 40 million, across all the countries they operate in, to 100 million subscribers and then in 2013 their subscriber base reached 200 million subscribers.

MTN's Core Values, Vision and Mission

MTN (n.d.) states that the following is what they consider to be their vision, mission and values:

Vision: 

To lead the delivery of a bold, new digital world to their customers.

Mission: 

To make their customer's lives a whole lot brighter.

Values:

MTN values leadership, integrity, relationships, innovation and a can do attitude. They pride themselves on their ability to make the seemingly impossible possible, connecting people with their families, friends and oppertunities and enriching lives through their products and services.

https://www.mtn.co.za/everyday_services/useful_extras/Pages/SimSwap.aspx

Products and Services

MTN (n.d.) provides a wide array of calling services to their customers, such as voicemail and conference calling. They also provide Messaging services (SMS and MMS) as well as data and internet services. Not to mention that you can get cellphones from them on contract.

https://mtn.jumia.cm/

Successes and Failures

Successes:

According to Computer Business (2007) MTN is one of the most active TeleCommunication companies when it comes to setting up cellphone coverage in rural areas where other companies might have decided to abandon the areas. MTN also has a lot of successful innovations that they can boast with. According to their website (n.d.) MTN was the first in South Africa to introduce free calls to emergency services and introduced instant messaging in South Africa. MTN (n.d.) was also classified as one of the 30 hottest brands in the world.

Failures:

According to Fin24 (2015) MTN has been fined by Nigerian authorities with a R71 billion fine for not disconnecting customers with unregistered SIM cards. Their mishandling of the situation, and how they are dealing with the fine by claiming they are not at fault, is what has caused MTN stocks to drop drastically in worth with the issue still unresolved.

Organogram

The following is MTN's organisational chart according to The Official Board (2017).

https://www.theofficialboard.com/org-chart/mtn

Why we Chose to Analyse MTN

We at XenoVation chose to analyse MTN because it is a local business that has grown significantly in size not only in South Africa but all across Africa and some parts of the Middle East. They have also been in business for 23 years which means they are more likely to have successes, failures and innovations for us to analyse. MTN is also part of an industry that is ever changing, meaning that they need to innovate to stay relevant. All of these combined make them a perfect candidate for our analysis.