Delivery in day(s): 4
MGT5STR Strategic Management Proof Reading Services
Modern day businesses are facing lots of challenges in their operations. In such an environment section of strategies as well as proper implementation of it is highly essential. It is also crucial thattimelyevaluation of strategies is done by the organisation (Kapferer, 2012). In thetelecomindustry, there are many challenges that are faced byorganisationsin the Australian environment. Vodafone is one of the largest telecom service providers in Australia. It gives both calling and internet services to its clients. Its achievements in themarket communication is in the form of merger with Hutchinson 3G Australia and TPG Telecom. This merger made the companyasone of the biggest service providers in Australia and hence it has become the third largest telecom service providers in the country. This report highlights the major strategies of Vodafone as well as it also evaluates the implementation of strategies. Apart fromthisthe evaluationaboutthe strategy implementation has been made. In thelastthe key issues in the implementation processhasbeen showcased.
This report analyses the strategy implementation which can be a long term process. It further depends on the strategies being picked up. Strategy implementation involves mixed responses from the shareholders and stakeholders. In the implementation process communicating effectively can be very helpful. Along withthis varioustactics needs to be used for controlling the resistance and promoting the implementation (Reddy, Nangia & Agrawal, 2014). This challenge is bigger due to cultural diversity which is a part of the global firms. The major purpose is to elaborate on the implementation of Big Data in Vodafone.
Major strategies used by Vodafone
There are various strategies used by the Vodafone in order to implement anything within the organisation. Vodafone understands the essentiality of ‘analytics’ to enhance its efficiency in Big Data. Since big data is a collection of huge amount of data that is obtained from various types of sources (Kar, 2015). In order to improve the customer’s satisfaction, Vodafone is working on unique mobile communication strategies. For this Vodafone is working towards ‘Big Data’ implementation within the organisation. Big data has a role in finding outneedsof customers as well as inmakingof appropriate strategies.
1. Big data should be used in an appropriate manner.
2. Use of predictive analytics is essential in the implementation process.
Evaluation of strategy implementation
The evaluation of strategies is based on several parameters. Some of them are as follows:
As perresource basedtheory, the strategic capability of the firm is understood to be as its ability to relate its tangible and intangible resources with its external and internal environment. In this implementation physical resources are least important. Tangible resources are like physical, technological, financial resources along with organisational structure. In this technological, financial and organisational structure are highly important. Intangible resources include People-dependent and people-independent resources which is a critical part of Vodafone (McFarlin & Sweeney, 2014). They have a highly skilled workforce that is capable of managing its technology. They help in bringing innovation at the workplace. This provides a supportive environmenttothe ‘Big Data’ implementation.
The managers of Vodafone not only take the responsibility of performing limited operations rather they carry on with broader areas of responsibilities. Managers need to understand the nature of work at different functional units. Big data implementation is never easier when the aspects related to data management are not understood by the organisation. Implementation needs finding emerging opportunities, regularbrain stormingsessions as well as doing needed investment (Ghezzi, 2013). Vodafone is not only looking forimplementationprocess but also for the rising trends.
Operations, decision making and employees are directly affected by the leadership style. In any implementation process, it is crucial thatcompanyfinds thebest suitedleadership approach. The democratic or laissez-faire style of leadership is not so effective in the process of Big Data implementation (Schuster & Holtbrügge, 2012). This is because the implementation process of Big Data requireshugecommitment from the employees. Autocratic leadership approach can be very essential in this process.
Models of leadership
There are various types of leadership approach that can be followed by the managers at different times such as transformational, charismatic, autocratic, democratic, and transactional and many others. Every leadership models suits in different types of situations. In the case ofBigData company needs to become strict over all their stakeholders (Schuster & Holtbrügge, 2012). It might hamper the productivity of the organisation but in this kind of change, this kind of leadership approach can be highly useful.
Leadership model used in Vodafone
Vodafone is having very useful leadership model that might help in dealing with the distinguished circumstances and operational task. Since the implementation of Big Data is very crucial as well as it is a big task hence requires a highly flexible approach by managers. Inthisthey will have to use autocratic model for Big Data implementation. But in some of the task, they have adoptedcharismaticand transformationalmodeof leadership so as to motivate people to work towards the implementation process. Transformational model is also used for communicating employees about their responsibilities in such a big implementation process (Liu, Yang, Zhang & Chen, 2015). Managers are utilising flexible decision making still the problems likewayin which such data can be used especially when the problems like reputationisfaced by the company.
In the MNC’s like Vodafone cultural aspects are highly crucial. Vodafone has been able to define and establish an environment that is supportive. Vodafone is highly dedicatedtowardsinclusion and diversity. It spends a lot on leadership development which will enable them delivering as per the expectations of the consumers. In themeanwhilemanagement is persistently engaged with metrics likeengagementof employees andeNPS. From the past few years,thehave begun to concentrate onflexible, collaborative and agile nature of work. In the due course of time, new offices are constructed in different parts of Australia so as to encourage activity-based workspaces. In any change process, thereisproblems related to the cultural stereotyping which acts as a resisting force within the organisation. In the implementation ofBigData company needs to avoid cultural clashes (Zeydan, et. al. 2016).
Big Data implementation is a continuous process rather than being a one-time process. This type of project needs careful and measured approach regarding the management of change. Vodafone has given sufficient amount of time to each and everystakeholdersof the firm as well as to other employees in order to be ready for the change process. For finding the supportability levels of theworkersopinion survey is essential. The process of change is very slow as workers have ample bit of time for effectively learning about the change process. This implementation process requires time and hence requires patience (Ba?tu?, et. al. 2015). It is essential thatprogressiveapproach towards the implementation of these new technologies is required. Some of the widely used technologies are Industry 4.0, Cloud, Additive manufacturing, robotics, artificial intelligence as well asinternetof things. Some of these technologies work as a data warehouse likethe cloudtechnology. Vodafone is in the right direction by being slow in the implementation of the change process. Such slowness can influence its market competency butstillit will be important to the firm in the long run (Vodafone Group Service Limited, 2018).Companyneeds to findmaximumadvantage of the opportunities that are emerging in the market.
Implementation of strategies requires all these criteria to be fulfilled. Since Vodafone istakinguse of all these parameters hence the process of strategy implementation will be easier. Each and every parameter mentioned above has a specific role in the implementation of Big Data management.
Discussion on whether the strategy implementation is successful
It is essential in any process that the strategy that has been adopted by the organisation in that process has to be evaluated on several parameters. Successful implementation of the strategy requires continuous evaluation of the strategies being implemented.
In thisprocessthere are two perspectives which can be utilised by Vodafone so as to find whether the implementation process was successful or not. The first perspectiveisfocusupon short term wins. In short term win,companyhas concentrated upon performing well in terms of the cost-effectiveness, service delivery quality throughout the world. Vodafone Hutchinson Australia is having more or less same kind of reputation in Australia. In the longtermthey might face challenges in terms of slow responsiveness to the competitive environment (Tosi & Marzorati, 2016). Since the modern day business environment calls for fast response towards emerging technologies so as to stay ahead of their rivals. On the otherhandVodafonedonot have a robust tool or strategy for using the high scale data in an appropriate manner. Those who are better at streamlining the data-analytics work can easily gain take employee benefits of the technology. Sincecompanyaims to gain certain kinds of objectives from its Big Data implementation hence Vodafone needs to be little fast in this implementation. At the sametimethey also need to find linkage among resources thatcompanyhas and the external and internal environment that is present around the firm. If the company fails toadaptthe changes whilerespondingthe challenges that are faced by the organisation in the implementation process, they might lose the market to their rivals. Inthe competitivebusiness, this might be critical (Big community, 2018).
Finding out the key implementation challenges
In any implementationprocessthere are many challenges that any company has to face. For Vodafone being a big company has many severe challenges to face. Most of the issues arise in the strategy implementation inthe successfulmanner. Some of the majorimplementationis as follows:
Extracting the valuable data: Big Data is a very large chunk of data that is useless unless maintained in a proper manner. One of the key challenges thatcompanyis facing in the implementation process is related to extracting the valuable data. Emerging technology platforms and Big Data is the source for collecting this much amount of Data. Since data is generated from several sources and finding the appropriate data is very essential. Along withthisit is also crucial that data is sorted in different forms that are unstructured, semi-structured and structured (Klous, 2016). Big Dataconsistof tools like ‘Advanced Analytics’ and ‘Data Mining’. Since data is one of the major assets in any organisation hence appropriate tools and strategies are required by the firm to effectively utilise this data.
Confusion regarding the technology: Another major issue that Vodafone might face is related to confusion among ‘Business Intelligence’ and ‘Big Data analytics’. Business Intelligence is about the way in which data can be used in the process of making strategic decisions or say abouttakinguse of the data forthe meaningfulpurpose. It is because Business Intelligence fails to influence the term of data identification. While Big Data analytics is for taking out the valuable information from the big chunk of data (Kadam, Patil & Chandode, 2016). In order to makedata drivenorganisation in future, this can be a very effective tool.Organisationcan struggle in accessing data in a meaningful manner.
Analytics maturity of the firm: Before implementing the Big Data analytics, it is essential thatcompanyand its stakeholders haveclearunderstandingaboutthe Big Data Analytics. This calls for the maturity of the firm regarding any technologies i.e. is it capable enough to implement Big Data Analytics in an appropriate manner. Change approach is essential along with the proper implementation of the communication channels (Joshi & Biswas, 2018). In anychangeprocess communication plays a very decisive role especially at the time of allocating roles to the stakeholders or educating staffs about the process they are going to follow. It is also necessary for communicating the schedule of the change process. Apart from the resistance from the side of the employees can be reduced only when the benefits linked with the Big Data analytics is communicated to employees.
Referring to successful case studies: In the implementation process, it is crucial thatcompanyunderstands and refers to the challenges that other company faced in the big data analytics. Unawareness about the nature of analytics might lead tohugeloss to the company. In order to attain maximum value companies are often in a practice to run analytics on a large set of data. It is certain and has some kind of correlation needs to made in this regards. Big data analytics is not just about the correlation but it is also about generating concrete and meaningful values. It is crucialtobegin withsmallerdata set and finds the valuable result from it (Sandvik, Jumbert, Karlsrud & Kaufmann, 2014).
Unawareness with agile Big Data analytics: In the implementation of Big Data Analytics, this is a very common implementationissuesthatcompanymight face. A traditional management approach towards the implementation of Big Data does not only take‘BDA’ team and users. However, it is more essential to work as a team so as to remain informed on scope definition, analytics phases and data exploration. It is recommended to implement an agile methodology inthe projectmanagement (Oleksiak, et. al. 2016). Forexamplethe application of the SCRUM-like can assist in addressing this weakness.
Trust forresultsof data analytics: It is crucial thatcompanygains the trust of the results gained by data analytics. It is very difficult for the ‘BDA’ team to convince users and their peer about the outcome (Uhl & Gollenia, 2016). Communication is the key and hence effective communication through different means like one-to-one discussions, specific interest session and presentation etc.
Accumulatingthe adequateresource and skills: This affects the implementation process. Implementation of Big Data does not need skills like ‘Data Scientists’ but also the ‘Graphical Designer’, ‘Analytics Architect’ and ‘Data Engineer’ (Lasserre, 2017).
From theabove basedreport, it can be concluded that Vodafone is one of the biggest firms in thetelecommsector. This company is facing challenges related tothe datamanagement. Vodafone has taken the decision to implement the Big Data solution in the company so as to manage the data management problems. Vodafone is facing several challenges related toimplementationof Big Data. Different aspects related to strategy implementation have to be properly acknowledged. Extracting the valuable data, Analytics maturity of the firm, Unawareness with agile Big Data analytics and Accumulating the adequate resource and skills are some of the issues thatcompanymight face in this implementation.
It is to recommend that Vodafone has to effectively conduct the implementation of big data. It is essential thatcompanyworks on the smaller set of data before working on the larger set of data to derive the meaningful results. Finding out the actual concept of ‘Big Data Analytics’ as thereareoften confusion being build up among the ‘Business Intelligence’ and ‘BDA’. It is crucial thatcompanyanalyses the successful cases in the past so as to avoid the situations that have caused situation failures. It is also essential thatcompanyworks onthenskill development at the same time they must give focus towards identifying the right skills and resources. It is recommended that preference should be given to the challenges that employees are facing. This also includes reducing the conflicts among different stakeholders and focus towards results needs to be given.
1. Ba?tu?, E., Bennis, M., Zeydan, E., Kader, M. A., Karatepe, I. A., Er, A. S., & Debbah, M. (2015). Big data meets telcos: A proactive caching perspective. Journal of Communications and Networks, 17(6), 549-557.
2. Big community, (2018) Vodafone Turns to Big Data Process Analytics to Make Procurement More Efficient. Retrieved from: https://bigcommunity.net/big_news/vodafone-turns-to-big-data-process-analytics-to-make-procurement-more-efficient/
3. Ghezzi, A. (2013). Revisiting business strategy under discontinuity. Management Decision, 51(7), 1326-1358.
4. Joshi, M., & Biswas, P. (2018). An Empirical Investigation of Impact of Organizational Factors on Big Data Adoption. In Proceedings of First International Conference on Smart System, Innovations and Computing (pp. 809-824). Springer, Singapore.
5. Kadam, S. R., Patil, B. M., & Chandode, V. M. (2016). Improve Speed Efficiency and Maintain Data Integrity of Dynamic Big Data by using Map Reduce. International Journal of Computer Applications, 137(8).
6. Kapferer, J. N. (2012). The new strategic brand management: Advanced insights and strategic thinking. Kogan page publishers.
7. Kar, S. (2015) Vodafone shows the right way to use big data!. Retrieved from: https://www.ciol.com/vodafone-shows-the-right-way-to-use-big-data/
8. Klous, S. (2016). Sustainable harvesting of the big data potential. Exploring the Boundaries of Big Data, 27-47.
9. Lasserre, P. (2017). Global strategic management. Macmillan International Higher Education.
Liu, C., Yang, C., Zhang, X., & Chen, J. (2015). External integrity verification for outsourced big data in cloud and IoT: A big picture. Future generation computer systems, 49, 58-67.
10. McFarlin, D., & Sweeney, P. D. (2014). International management: strategic opportunities & cultural challenges. Routledge.
11. Oleksiak, M. K. A., Agosta, G., Brandolese, C., Fornaciari, W., Pelosi, G., vor dem Berge, M., ... & Cinkelj, J. (2016, July). Data centres for IoT applications: The M2DC approach. In Embedded Computer Systems: Architectures, Modeling and Simulation (SAMOS), 2016 International Conference on (pp. 293-299). IEEE.
12. Reddy, K. S., Nangia, V. K., & Agrawal, R. (2014). Farmers Fox Theory: does a country's weak regulatory system benefit both the acquirer and the target firm? Evidence from Vodafone-Hutchison deal. International Strategic Management Review, 2(1), 56-67.
13. Sandvik, K. B., Jumbert, M. G., Karlsrud, J., & Kaufmann, M. (2014). Humanitarian technology: a critical research agenda. International Review of the Red Cross, 96(893), 219-242.
14. Schuster, T., & Holtbrügge, D. (2012). Market entry of multinational companies in markets at the bottom of the pyramid: A learning perspective. International Business Review, 21(5), 817-830.
15. Schuster, T., & Holtbrügge, D. (2012). Market entry of multinational companies in markets at the bottom of the pyramid: A learning perspective. International Business Review, 21(5), 817-830.
16. Tosi, D., & Marzorati, S. (2016, March). Big data from cellular computer networks: real mobility scenarios for future smart cities. In Big Data Computing Service and Applications (BigDataService), 2016 IEEE Second International Conference on (pp. 131-141). IEEE.
17. Uhl, A., & Gollenia, L. A. (2016). Business Transformation Essentials: Case Studies and Articles. Routledge.
18. Vodafone Group Service Limited, (2018) Power to Data Power to You. Retrieved from: https://www.vodafone.com/content/bigdata/index.html
19. Zeydan, E., Bastug, E., Bennis, M., Kader, M. A., Karatepe, I. A., Er, A. S., & Debbah, M. (2016). Big data caching for networking: Moving from cloud to edge. IEEE Communications Magazine, 54(9), 36-42