Case Analysis #2
Verizon is Creating a Culture That
Focuses on Shareholder Value
Business Management 105
1.Using the competing values framework as a point of reference, how would you describe Verizon’s current organizational Culture? Provide examples to support your conclusions.
I think Verizon’s current organizational culture is a mixture of clan and market sections of the competing values framework. They said their top three things to do in 2011 were to 1.) build a business and workforce as good as its networks, 2.) to lead in shareholder value creation, and 3.) to be recognized as an iconic technology company. By setting and achieving all their goals on having the best smart phones, will bring them to the top and get recognized as an iconic technology company. Also focusing on what the customer wants in their phones will make their company different from all of their competitors. Clan culture would help build their business and workforce. Clan culture encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement. It also puts a lot of resources into hiring and training for their employees.
2.What type of culture is desired by CEO Lowell McAdam to meet his goals? Discuss.
CEO Lowell McAdam thought creating a leadership culture that leads for shareholder value would meet one of his listed goals. The company then made a key lever for cultural change called the Leading for Shareholder Value (LSV). It is a 1.5 day mandatory executive education program that was designed to help senior leaders understand how to drive long-term value creation which were all lead by CEO McAdam and CFO Fran Shammo. Senior leaders were placed in cross-business units and cross functional teams and giving an assignment to identify obstacles preventing Verizon from creating more shareholder value. At the end, each team would report to a panel of top...