The End is Nigh
The final stage in our plan for
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: 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 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.
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 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.
Hail Zar'nag!
ReplyDeleteYes fellow human, hail Zar'nag!
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