Significantly reduced capital expenditures after the 2008 financial crisis led to restructuring.

 

The customer, a larger regional mobile operator with its HQ in Bahrain and with investments and operations in almost 20 countries across the Middle East and Africa, was hit by the global financial crises. It was forced to drastically reduce it’s Capex and Opex. Our challenge was to keep revenues stable and quickly adapt the organisation to new circumstances while supporting the customer through this crisis.  

A task force team of individuals with different expertise was formed to adapt the organisation to a new reality and specifically reduce costs and create new alternative revenues, all this in a short time frame of 6 months.  

Introduced a new business model for the customer "Managed Services" which meant outsourcing of all operations and support for the mobile network. This resulted in a long-term contract with the customer's operating company in Nigeria worth billions of kronor and offering the customer immediate Opex savings. In parallel, the organisation was adapted for this new type of business, countries were consolidated into larger regions, a management level was eliminated, and processes simplified with clearer responsibilities. Further, some employees were retrenched and others were quickly re-trained to manage the new business mix. As a result, both market shares and revenues were retained. Continuous and open communication about critical internal changes and their causes coupled with a credible message about the future ensured motivation and commitment among the employees.