Detailing of the New Organizational Structure
To understand the lower levels of the organization and determine the future headcount and location of the new organizational units, the team launched an extensive series of meetings with all relevant department heads.

For each department head, the team put together a detailed description of his or her new activities and responsibilities. In addition, the core processes had to be redesigned to ensure that customers would still receive their bills, get their lines installed or fixed on time, or that new business areas such as Internet-based services could be launched quickly and effectively.

The six-month implementation plan for the new structure consisted of two main phases:

• Setting up the new organization with new management processes, customer segmentation definitions, and a controlling framework

• Starting a new planning and budgeting process, and launching IT systems integration

A small group staffed with some of the former core team members became the implementation team and drove the implementation jointly with the respective top managers. Most of the core team members actually received senior management positions in the new telecom organization.