From Telco to Techco: Globe’s dual transformation
Many companies today face the need to embark on a dual transformation: Reinventing and sustaining their core business while concurrently creating new, future businesses. This case about Globe Telecom, Inc., in the Philippines presents the s.tory of just such a transformation The case is bookended by the CEO’s 14-year tenure and describes successive waves of reviving and retooling the once-flagging telecom business. It is situated in a transient, highly competitive B2C landscape, continually susceptible to the forces of saturation and commodification. The thread connecting Globe’s successive reinventions is the CEO’s belief in the company’s “unfair advantage” when building new businesses in telco space adjacencies. The project of building this advantage – and the attendant pursuit of new opportunities, sectors and partnerships – has had to be constantly balanced with the ongoing task of growing market share in the core mobile business. Underlying both sets of activities is the rediscovery, at regular intervals, of Globe’s purpose as a corporation, a consumer player, an employer and an important stakeholder in the emerging and fast-growing domestic economy, as well a broader sense of being an agent of development for the nation. Managing these intricate processes requires not only foresight from the company’s top leadership but also the presence of ambidextrous talent – a workforce that is up to the task of optimizing for today while transforming for tomorrow. Historically, organizations have separated these two tasks in terms of talent, budgets and reporting lines. The case showcases flesh-and-blood individual managers and their observations on the dual challenge of running this business at the same time as building the next businesses.
- Appreciate the goals and challenges of leading a dual transformation – something a growing number of organizations face today.
- Articulate the demands of managing a dual transformation with ambidexterity, i.e., pursuing two sets of strategic goals concurrently.
- Understand the dynamics and management philosophy behind developing a platform business and building a digital services ecosystem.
- Examine the role of leadership in navigating discrete phases of a dual transformation – each with its own opportunities and challenges – and the underlying cultural change.
- Highlight the dilemmas and tradeoffs that come with decisions the company needs to make in pursuing the dual transformation’s goals and affirming its purpose and values.
Globe Telecom, Services, Telecommunications
2009-2022
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
Boards are playing an increasingly active part in shaping change efforts.
September 2024 marks a turning point in corporate management and a drama in the management world, which began with an essay by Paul Graham, patron of Silicon Valley's leading startup incubator, Y Combinator.Graham coins a new paradigm, the founder...
The world’s most famous referee shares his insights for business leaders on how to make the best decisions in the moment – on or off the pitch
Leaders need to exude confidence and authority. But how do you know if you are veering towards overconfidence? Take this short test to find out.
Discover how "The Leadership House" framework empowers leaders to overcome challenges. Explore its six pillars—trust, teamwork, shared values, goals, accountability, and empowerment.
As businesses navigate market disruptions, technological innovations and an increasingly turbulent world, leaders will frequently find themselves taking control of a team in the aftermath of a crisis. Inheriting such a challenging environment ofte...
IMD Dean of Research, Anand Narasimhan, shares his insights on fostering a resilient, empowered, and engaged workforce.
It’s time to retire the word ‘empowerment’ so that women can step into their innate power.
Emotional intelligence is essential for recognizing and managing artificial intelligence (AI) enabled manipulation, especially in scams. Organizations should train employees to spot emotional triggers and practice reflection to mitigate generative...
Now in its eighth year, the 2024 IMD World Digital Competitiveness Ranking measures the capacity and readiness of 67 economies to adopt and explore digital technologies as a key driver for economic transformation in business, government, and wider...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
IMD World Competitiveness Center Report, 14 November 2024, 8th edition
Research Information & Knowledge Hub for additional information on IMD publications