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TEAM 3 Organizational culture  Viettel case

2 questions - Analyze  the characteristics of Viettel’s organizational culture. Determine its strengths and weaknesses ? -  If  you’re hired as consultant for Viettel to make the change for its organizational culture, what should you recommend and how will you implement your proposals ?

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Viettel Telecom  is currently the dominant network operator with the largest market share in Vietnamese telecommunications  services market

Overview of organizational culture Viettel’s  organizational culture

251,mo+ billion VND
Most Valuable Brand
TOP 30

CHANGING AN
ORGANIZATIONAL CULTURE
Chang% in OR
Mergers and acquisitions
Cha* in

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Viettel Group  is currently the dominant network operator with the largest market share in Vietnamese telecommunications  services market

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Viettel   has grown into an  international business and  the most valuable brand   in Vietnam

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Significant presence  in  11   countries  with 90 million accesses

More than Revenue in 2019:   251,000+ billion VND

Most Valuable Brand  in Southeast Asia 2019 Top   30  Most Valuable Telecom brands in the world

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1  Practicing is a standard to test truth Thực   tiễn

2 Learning and growing through challenges and mistakes Thách   thức

3 Quick adaptation is competitive strength Thích   ứng

4 Creativity is the vitality of Viettel  Sáng   tạo

8 Viettel is a home Ngôi   nhà   chung  Viettel

7 Tradition and how to making as a soldier Người   lính

6 Combining East and West Kết   hợp   Đông  -  Tây

5 System thinking Tư   duy   hệ   thống

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Overview of organizational culture  Viettel’s organizational culture.

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The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments - Edgar Schein, 1996

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CHARACTERISTICS OF  AN ORGANIZATION’S CULTURE

ORGANIZATIONAL CULTURE ORGANIZATIONAL IDENTITY SOCIAL SYSTEM STABILITY COLLECTIVE COMMITMENT SENSE-MAKING DEVICE Olive members an organizational identity Promote social system stability Shape behavior by  helping members make sense of their surroundings Facilitate collective commitment

ORGANIZATIONAL CULTURE ENHANCED CONTROL IMPROVED DECISION MAKING ENHANCED COOPERATION SHARED PERCEPTION ENHANCED COMMITMENT IMPROVED COMMUNICATION JUSTIFICATION OF BEHAVIOR

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A culture that places a high value on attention to detail expects its employees to perform their work with precision. A culture that places a low value on this characteristic does not.

Companies with an aggressive culture place a high value on competitiveness and outperforming the competition at all costs.

A company that instructs its sales force to do whatever it takes to get sales orders has a culture that places a high value on the emphasis on outcome characteristics.

Types of companies typically provide consistent and predictable levels of output and operate best in non-changing market conditions.

For these companies, it is important to treat their employees with respect and dignity. Add by Value impression

People who work for these types of companies tend to have a positive relationship with their coworkers and managers.

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Companies with cultures that place a high value on innovation encourage their employees to take risks and innovate in the performance of their jobs.

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ADHOCRACY A creative orientation Successful leaders are viewed as innovators, entrepreneur and visionary Underlying theory of effectiveness is  “innovativeness, vision, and new resources" HIERARCHY A controlling orientation Successful leaders are viewed as organizers, coordination and monitors Underlying theory of effectiveness "Control and efficiency with capable processes" MARKET A competing orientation Successful leaders are hard driving, competitor and producer Underlying theory of effectiveness in a market culture is "Aggressively competing and customer focus" CLAN A collaborative orientation Successful leaders are viewed as facilitators, mentors and team builders Underlying theory of effectiveness is "Human development and participation

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Stake out and mature  period of Viettel The Number 1 ICT Enterprise in Vietnam Investing into 10 countries with approximately 35 million users Top 30 telecommunication operator in 2016 according to quantity of users

The  embryonic  and growth period of  Viettel  Accessing   into  telecommunication market with VoIP 178  and launching internet  and mobile service. Facing with two State Owned Enterprises competitors,  Vinaphone  and  Mobiphone

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The  embryonic  and growth period of Viettel Accessing into telecommunication market with VoIP 178 and launching internet and mobile service. Facing with two State Owned Enterprises competitors,  Vinaphone  and  Mobiphone

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strong strong strong strong strong strong strong

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Huge influence  from leader  Hoàng  Anh  Xuân   No clear division of work and responsibilities between leader and manager

No breakthrough, no flexibility in decisions Emotionalism when investing into oversea market

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Changes in leadership OR Mergers and acquisitions OR

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Identify the Values and Behaviors Your Culture Should Embody

Craft a Communication Plan So Employees Understand  What Is Expected of Them

Use New Offices or Locations as Opportunities to  Jump-Start the New Culture

Operationalize New Culture Values by Incorporating Them in Key Talent Programs

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1. Define desired values and behaviors. 2. Align culture with strategy and processes.   3. Connect culture and accountability.  4. Have visible proponents. 5. Define the non-negotiables.

6. Align your culture with your brand. 7. Measure your efforts. 8. Don’t rush it.  9. Invest now.  10. Be bold and lead.

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PERFORMANCE focus, fidelity, engagement 1

ATMOSPHERE context, professionalism, equality 3

TEAM APPROACH inclusion,  collaboration 4

STRUCTURE Hierarchy, fluidity, feedback 5

clarity, preference, patterns COMMUNICATION STYLE 6

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2# CREATE A SHARED VISION AND COMMON DIRECTION

Connecting people to a purpose feel good about Viettel company is an important way of helping them. A very high correlation between the way your employees feel about the company and the way your customers do

Communicate vision, mission, strategy, values Boarding card: Communicate vision, mission, strategy and values – Coaching

By organizing discussions throughout the organization, spreads the company‘s common directions so that individuals and teams can accurately align their own activities with the company‘s new overall direction.

By sharing numbers with employees, Viettel can increase employees’ sense of ownership.  Focus on additional metrics besides the financial ones. Employees who are not in the financial world will be able to relate better to the results and will feel more included in the process

Because Viettel is the biggest telecommunication of Viet Nam, and the author already emphasis that Viettellers have no motivate in working so by developping the new areas Viettel will create a huge impact on organization culture. It need lot of effort and strong culture about close unity.

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