Hong Kong Broadband Network: An integrated approach to talent management
Hong Kong Broadband Network (HKBN) charted a success story starting out as the smallest new entrant in Hong Kong’s highly competitive telecom industry in 1999 and went on to become the second largest provider of residential broadband within 10 years. State-of-the-art fiber network infrastructure allowed HKBN to offer high-quality high-speed telecom services at competitive prices. However, the company soon realized that its technological edge could be easily replicated. Its competitive advantage was actually vested in its 2,500 employees – all referred to as Talents. HKBN instituted a unique co-ownership scheme whereby employees were invited to invest up to two years of salary in the company. It also made sustained investment in talent development through well-designed learning programs coupled with significant empowerment on the job. The case outlines the importance of leadership and talent management as key drivers of growth for the company. HKBN listed in early 2015 and embarked upon its next phase of growth with the aim of becoming the largest broadband service provider by 2019, overtaking its largest competitor and entrenched incumbent, PCCW. HKBN looked to its Talents to rise to the challenge once again.
- To identify ways of linking the talent management strategy to the business strategy
- To outline different ways of embedding the talent strategy at the core of an organization
- To build a high-performance organizational culture through people practices
- To discover management models that not only result in returns for shareholders but also take into account employees as key stakeholders
Hong Kong Broadband Network, Services, Telecommunications
2015
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
The China Resources Beer (CR Beer) case study is a compelling narrative of the world’s largest beer producer by volume under the leadership of CEO Hou Xiaohai. In 2016 CR Beer embarked on a pivotal transformation journey. This case study offers cr...
Five friends created DIDA in 1983 and turned it into a global provider of IT infrastructure and services. Riding the wave of rapid growth of communication networks and increasingly global business relationships of corporations, DIDA established it...
Facing mounting competition from Tesla and BYD, Honda and Nissan's big bet on a merger might not be enough to close the gap. Survival may depend on thinking beyond traditional boundaries.
Once again, Donald Trump has promised bold yet unspecified moves that will add to the uncertainty facing executives. Business leaders must cut through the "policy fog" by focusing on what the re-elected President can actually control, comprehensiv...
Given the world’s many challenges, the ability to forge effective alliances across business, government, the non-profit sector, and academia has become essential to building durable solutions. Here are eight steps to guide you through the process.
The mention of geopolitics leads many to ask how company strategies are being reformulated to capitalize on what's left of globalization. But this overlooks a critical prior question: what's the best way for firms to track and assess geopolitical ...
Shipping is a unique industry, and tramp shipping is a niche sector within it. Yet, in an age of growing market disruption and uncertainty, it has some key lessons for strategic management in other industries.
Companies need clear guidance to achieve sustainable business transformation. A practical roadmap identifying drivers for effective change can make success more likely.
Most annual predictions fail to provide actionable insights for executives. Here are two approaches to better discern the implications for your business.
Strategic thinking is widely acknowledged as a critical leadership capability, yet many executives struggle to consistently prioritize it.
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
NTT Corporation, Japan’s information and communication technologies (ICT) leader since 1953, was the first to commercialize internet usage on mobile phones in the 1990s, which resulted in NTT achieving much success in Japan. However, by the end of...
Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in bil...
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
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD 13 January 2025
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
Research Information & Knowledge Hub for additional information on IMD publications