Digicel
Reorganisation for continued Entrepreneurial Growth
Client
Since its launch in 2001, Digicel has been the fastest growing mobile telecommunications operator in the Caribbean. With operations in 25 countries and over 3 million customers, Digicel employs over 2400 people and is entering other parts of Latin America and the Pacific.
Situation
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.
Ambition
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.
Enter VISION
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.
Results
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.