Reorganisation for continued Entrepreneurial
Since its launch in 2001, Digicel has been the fastest growing
mobile telecommunications operator in the Caribbean, with 12.8
million customers across its 30 markets in the Caribean,
Central America and the Pacific.
The Digicel Chair and Vice-chair believed that the company's
central functions were becoming too dominant and costly and that a
rift was emerging between Island Heads and Corporate functions.
To identify and install a Group structure that would enable
Digicel to control costs as it grew, while preserving its
entrepreneurial vitality, speed and customer-centricity.
Over an 8-week period, VISION interviewed the top levels of
management in Digicel and identified their entrepreneurial style of
action. In workshops, VISION helped the senior team to break up
their industry best practices and adopt senior roles that
represented the key elements of the Digicel style, already well
represented on the islands. Directors of deal making, cost
optimisation, customer satisfaction, and speed emerged. Functions
and islands reported to them. Each of those roles developed a
signature practice to make its expertise part of the culture.
Digicel doubled its size in the year following the
reorganisation. It has reduced waste resulting from confusion over
priorities and has developed a self-perpetuating culture.
"VISION's first step, everyone was very animated, and it was as
if we had discovered a way to split the atom."
Denis O'Brien, Chair.
Further comments from Denis O'Brien about their work with VISION
can be seen at the following url: http://www.finfacts.com/irelandbusinessnews/publish/article_10007529.shtml