Organizational Culture and Disruptive Innovation

Organizational Culture and Disruptive Innovation.

The term organizational culture refers to the behavior of employees of an organization. It includes the various systems, values, policies and strategies of an organization. The organizational behavior plays a very significant role in dimensioning an organization and deciding its future. Before the launch of the strategic review, BT was the only leader in the UK telecom market and people accepted them blindly. But around 2006, when Ofcom introduced the telecommunication regulatory act, a number of competitors emerged and as a result BT started losing its shine. The report published showed that in last few decades BT has not done anything to modify its technologies and it is taking this advantage because there is no other competitor present in the market.

After this report, BT’s senior management truly realized this that now if they will not do anything they are surely going to lose market soon. This led to the idea of setting up of various units in some areas of world like US , Japan etc. to know their customers closely and will help in bringing outside ideas inside the organization. This idea really worked and BT came to know what exactly his customers want and what are his strengths and weaknesses. Due to this, BT started realizing that to maintain its position in such hard competition, it needs to focus on the quality of its products and to continue offering its products and services at low cost because that time BT’s competitors already introduced substitute products in the market and customers were thinking of shifting to other companies offering better technologies.

At that time only BT realized that the processes and ideas they are using are not going to work because the...

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...e provided with needed skills and abilities to do what was required .

• Engage people to implement the operating model

BT’s changes in management programs are key to its policy for managing the integration and assignation of people following mergers and acquisitions. HR’s roles were clearly defined in this process. The project management of mergers and acquisitions focuses on operating the activity, based around a business case for change. BT predictable the barriers to the introduction of such challenging plan because senior managers had to be wholehearted of the essential role of strength in business success. There were also extensive resources required to make the programs successful, as they required time for people to be released for training. These were the steps taken by BT’s higher managing people to keep them floating and leading in the Telco market.