Collaboration, innovation, and value creation in a global telecom

Abstract

Purpose

The purpose of this paper is to review a systemic organizational change initiative for improving collaboration, innovation and value creation at a global telecom.

Design/methodology/approach

Based on a comprehensive internal assessment Telenor identified core issues and challenges in supporting collaboration after several years of dramatic global expansion. From the assessment the change leaders built a business case for launching a systemic change initiative. They chose a collaboration and partnering approach with multiple management groups, with an emphasis on networks and innovation. A two‐year roadmap was developed to build three meta capabilities in collaborative technologies, social innovation and network behaviors and new business thinking.

Findings

The case study is a mid‐point assessment of how the implementation is working. A small and smart approach for introducing new ideas and learning innovations into receptive and influential groups within Telenor, new ways of working are taking hold quickly. The equal emphasis on bringing in social innovation such as communities of practice and introducing a next generation of management tools is effectively changing behaviors that are supported by new collaborative technologies.

Originality/value

Collaboration and knowledge sharing at Telenor is seen equally as a technology issue, a social innovation and behavior issue and a business issue. Many change efforts around knowledge sharing and collaboration emphasize technology or behaviors, but rarely address both effectively. This approach is more systemic than most because it not only addresses these two arenas, but also puts an unusually high emphasis on educating people into new business fundamentals such as the importance of intangible value and the power of networks.

Citation

Allee, V. and Taug, J. (2006), "Collaboration, innovation, and value creation in a global telecom", The Learning Organization, Vol. 13 No. 6, pp. 569-578. https://doi.org/10.1108/09696470610705451