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Contents
Creative and Innovative Management ......................................................................................................... 3 Vision and Mission of Mobilink GSM ............................................................................................................ 5 Risk, Benefits,and Barriers of Creative and Innovative Management Ideas for orange uk .......................... 9 Unfreezing ......................................................................................................................................... 13 Change............................................................................................................................................... 13 Freezing ............................................................................................................................................. 13

CREATIVE AND INNOVATIVE MANAGEMENT

Innovation and creativity would be required in terms of modifying business processes along with realigning resources including human resources to work towards new business goals. These business goals will be a result of the various strategic realignments that would take place due to the alliance with Mobilink GSM. Basically, in this case the identification of problems which could arise at any point of time during this whole process. The innovation would be in this case if Mobilink

introduce the new ways of marketing in the UK market and Orange UK positively embraced this innovation and change process to prosper further in their current domain. An environment of psychological safety and freedom - accepting an individual as unconditioned worth; recognising that the individual is capable of producing but that their value is not based on producing; understanding empathetically; understanding the individual from their point of feeling and view. Process adopted by Orange UK Identifying problems: Orange UK is lacking the advanced technologies that is the main reason it is unable to compete its main competitors and thats because of no proper experts in the concern departments who will do the research to modify the current technologies. All the stakeholders are not encouraged to participate actively in the process of innovation and creativity. Meeting with stake holders All the Stakeholders must be in contact by active communication, using all modern communications and face to face meetings if possible so that their valuable suggestions may be taken to prosper in the market and gain organizations top position in the current market. Spread awareness among the stake holders: Through all communication channels the concerned stakeholders must be kept in confidence about all the changes in the technologies, organizations structure or even positions and responsibilities so that there should be a less resistance to change and innovation. All the staff may be given proper training understand and meet the requirements of the new technologies.

Brainstorming: To solve the prevailing problems in the organization that are main hurdle in the progress there may be held a group discussion of all the stakeholders to find the convenient way. After the discussion is over then a committee of officials should analyze the session and find a agreed way to eradicate the problems. In the case of Orange UK the process of creativity and innovation should be started and should be restructured as well. Idea generation: There should be an atmosphere in the organization that help the stakeholders especially workers to participate in the constructive session, and encouraged to give suggestions deliberately Selection and development: There should a group of officials that do their duty to select and process the selective ideas of creativity and innovation. Implementation of the selected ideal: Once the idea is selected then it is time to implement. For Orange UK, New tariffs and offers may be introduced to attract the customers which definitely will lead to increased market share. Monitoring Whole process of implementation should be monitored carefully so that the results may be gained. Review Once the change is introduced in the market there should be a brief review of the all changes in the light of results and feedbacks. Meeting with stake holders All the stakeholders may be convinced to embrace change by giving them demos about the change and showing models of Mobilink GSM by adopting them has gained the top position in its locality. Similar tariffs and offers may be given to attract the customers. Discussing benefits related to change: Benefits like market value of Orange UK may be high in the return of change may discussed with the stakeholders to gain their trust and willing to change.

Awareness among the employees about the change By giving demos and brief introduction about the whole process of change the employees may be taken in confidence. They may be given proper training so that may be more familiar to the new technology and they feel less hesitant to change.

VISION AND MISSION OF MOBILINK GSM

The influence of vision and mission of Mobilink GSM being a consistent market leader would lead the Orange UK to further grow and become a top company in the region. There are various ways and means by which Orange UK would be impacted when it initiates its change process because of the strategic alliance with Mobilink GSM. In this case, even the vision and mission of Mobilink GSM would have an impact on the strategic change process of Orange UK. This impact would be more towards the vision and mission of Orange UK. Moreover, the vision and mission of Mobilink GSM would also have an impact on the change as well as the change management process in terms of how resources will be impacted within the organization that is Orange UK. The vision and mission of Mobilink GSM is to keep its top position in the market and remain market leader both in terms of market share and profit as well. Mobilink GSM used several creative and innovative management ideas which help him to remain a market leader despite induction of several new cellular operators with huge investments.

Many potential creative and innovative management ideas which can be utilized in Orange UK. The structure of Mobilink GSM management of operations and marketing through division of market into small target groups with different packages of their needs and requirements is totally application in the case of Orange UK as well. If we apply this strategy in Orange UK it would certainly help it getting more shares in the UK market and increase its profitability. Impact of vision and mission

A good vision should have the following qualities as articulated by the top management in order to have impact on the employees. It must be conveyed in a dramatic and never ending manner.A good vision statement should be inspirational i.e. a statement that provokes employees to give their best It must be communicated constantly It must keep linking the events of the present and the future in order to bridge the gap effectively. Must also incorporate beliefs such as being able to achieve objectives. Developing a great new product i.e.inspiring and further development of existing products in the company. Should aspire to serve customers through defined product portfolio. Should ensure quality of the organization is portrayed. Should be responsive to customers needs and services Providing an enjoyable work environment Should ensure financial strength and stability Should ensure sustainable growth of the company for the benefit of its stakeholder.

MISSION STATEMENT A mission statement is the basic purpose for which or reason why the organization exist. It is the fundamental statement of purpose of an organization and it defines the deserved level of performance of the company. A mission statement is M&S vision translated into written form and makes concrete the managers view of the direction and purpose of an org. it is the overall goal of the org that provide a sense of broad direction and a guide to decision making. It is the focal point of the organization activities that defines both current and future organization activities. In developing org mission management must thoroughly understand and consider the result of environmental analysis.

Importance of Establishing a good Mission Statement and its effect on the business of M&An effective mission statement is important to the organization success because of the following: One of the importances of establishing a good mission statement is that it defines the overall organization vision by defining the path to realize it. Another effect on Businesses in M&S is that it helps to determine the coordination of organization activities by providing a framework for all members to work together to achieve a common purpose It determines the relationship in each of the key markets with which the organization interacts. Another effect on Businesses in M&S is that it will provides a sense of direction and purpose which leads to a better independent decision making and setting of priorities at all levels of management. The effect of a good mission statement on the Businesses will be providing the basis or rationale for organization resource and location ie allocation of both human and non human resources. It will determine various organization job responsibilities or job position necessary to produce goods and services Analytical tools ANALYTICAL TOOLS What is PESTLE analysis PESTLE stands for - Political, Economic, Sociological, Technological, Legal, Environmental. PESTLE analysis is in effect an audit of an organisation's environmental influences with the purpose of using this information to guide strategic decision-making. The assumption is that if the organisation is able to audit its current environment and assess potential changes, it will be better placed than its competitors to respond to changes. To help make decisions and to plan for future events, M&S need to understand the wider meso-economic and macro-economic environments in which they operate. (The meso-economic environment is the one in which we operate and have limited influence or impact, the macro-environment includes all factors that influence an organisation but are out of its direct control). An organisation on its own cannot affect these factors, nor

can these factors directly affect the profitability of an organisation. But by understanding these environments, it is possible for M&S to take the advantage to maximise the opportunities and minimise the threats . Conducting a strategic analysis entails scanning these economic environments to detect and understand the broad, long term trends. A PESTLE analysis is a useful tool for understanding the big picture of the environment in which an organisation is operating. Specifically a PESTLE analysis is a useful tool for understanding risks associated with market (the need for a product or service) growth or decline, and as such the position, potential and direction for an individual business or organisation. A PESTLE analysis will be used as a generic 'orientation' tool, finding out where an organisation or product is in the context of what is happening outside that will at some point affect what is happening inside an organisation. The six elements form a framework for reviewing a situation, and can also be used to review a strategy or position, direction of a company, a marketing proposition, or idea(cipd,2011) SWOT ANALYSIS: SWOT analysis is a method for analysing a business, its resources, and its environment. SWOT is commonly used as part of strategic planning and looks at: Internal strengths Internal weaknesses Opportunities in the external environment Threats in the external environment SWOT will help management in a business discover: What the business does better than the competition What competitors do better than the business Whether the business is making the most of the opportunities available How a business should respond to changes in its external environment The result of the analysis is a matrix of positive and negative factors for management to address Strengths and weaknesses are internal to the business relate to the present situation

Opportunities and threats Are external to the business-related to changes in the environment which will impact the business

Using SWOT analysis There is no point producing a SWOT analysis unless it is actioned! SWOT analysis should be more than a list - it is an analytical technique to support strategic decisions Strategy should be devised around strengths and opportunities

A key challenge for any business is to convert weaknesses into strengths. For example(tutor2u,2011) Weakness Outdated technology Skills gap Overdependence product Poor quality High fixed costs on a Possible Response Acquire competitor with leading technology Invest in training & more effective recruitment single Diversify the product portfolio by entering new markets Invest in quality assurance Examine potential for outsourcing or offshoring

RISK, BENEFITS,AND BARRIERS OF CREATIVE AND INNOVATIVE MANAGEMENT IDEAS FOR ORANGE UK

Orange UK is able to manage its change process during the strategic alliance. It is important to understand how these risks and barriers can be eliminated in order to have a successful and beneficial change management process in Orange UK. The various benefits that the change within Orange UK would bring include higher sales and profitability for the organization as it will have a higher reach in terms of its target market. Moreover, benefits would also be realized within the organization such as high morale and motivation levels if the change process is handled effectively within the organization. Risks Orange is approach change approval and tracking methods because it utilizes a standards-based approach to determine and address the risks of changes. Joined with an evaluation of the changed systems criticality to the overall enterprise, the resultant composite risk assessment prescribes mitigation requirements and strategies to be used when the change is implemented. By consistently evaluating system criticality and change risk, the Laboratory is assured of more reliable IT services since all known issues dealing with risk mitigation will be addressed with each proposed change. The process tracks the risk assessments, records change request approvals, and captures change implementation lessons-learned information that is used to influence reduce the impact of future changes. The automated process for determining composite risk assessment is broken into two standardized evaluations: the organizational criticality of the system to be changed and the likelihood of adverse impact resulting from the change. First, on an annual basis, the criticality of the system is appraised in order to establish its relative value to the enterprise. The standardized criteria for this assessment are: Loss of customer that could be impacted by a service interruption, Disclosure of sensitive information that needs to be protected Misuse of client-owned resources, malicious interruption of services or research operations Possibility that a system/service failure could result in an event or condition that may have adverse safety, health, security, operational, environmental, or mission implication Potential future impacts based on prior system/service.

Benefits First in the market Once a company introduces a new change in the market in term of quality services or new technology, all the stakeholders are remarkably attracted and eventually a large market share is expected. The company may have enough time to hold position before the other competitors work out or copy the technology, organization may have sufficient time to work on more new innovation. Same procedure Orange UK may adopt to gain its market value and share as well.

Premium prices New technology attracts the customers and the organization have chance to set a premium price until the competitors introduce a similar service or product company may enough time to collect a large market share. This process if continues, will lead to hold the first position in the market. If Orange UK implements this policy then there are lot of chances to regain market value. Improved brand imaged Quality product satisfies the customers and they start relying on that companys other products and services and resultantly organization receives market share and market value for its products.

Barriers There are some situation that may cause barrier to change: Not enough understanding about the change itself and poor alignment behind it - for example, no clear vision, direction, priorities Lack of leadership - this is needed to inspire and engage peoples energies as well as to keep relentlessly moving forward Lack of focus and strong project management of the change - no clear accountabilities and inter-dependencies between roles No engagement and/or buy-in of key stakeholders - start with a failure to identify the key stakeholders (they could be any or all of the following: employees, shareholders, customers, executive/Board, the community) and then a failure to undertake detailed

analysis of their needs/preferences and a detailed communication and engagement strategy No clear process for managing endings and beginnings, and co-ordinating the change process Peoples issues/ barriers to change are not defined and and there are no actions to address them leading to low engagement, poor morale, a fast return to 'the old ways' and a sort of 'let's sit it out' environment People are not involved in developing quick wins and communicating them - this is needed to build credibility around change People practices are not reviewed and re-aligned - this is needed to ensure the change is sustained and to enable people to operate in a new way Successes are not recognised, communicated and/or celebrated - this is needed to increase the pace of change and gain commitment to the new way of doing things. Change is very tiring and is often something that requires extra effort - people need to see that this effort is paying off and their contribution is valued. Progress is not measured and the learning is not reviewed - this is needed to sustain the change

Financial Barriers These include budget restrictions limiting the overall expenditure on the strategy, financial restrictions on specific instruments, and limitations on the flexibility with which revenues can be used to finance the full range of instruments. PROSPECTS found that road building and public transport infrastructure are the two policy areas which are most commonly subject to financial constraints, with 80% of European cities stating that finance was a major barrier. Information provision is the least affected.

The barriers of implementing creative and innovative management ideas are macro and micro factors which implicitly and explicitly could create some hindrance in this change management process. Barriers could be culture and Mobilink GSM is operating in a different cultural environment where social values are quite different then in UK.

Unfreezing The Unfreezing stage is probably one of the more important stages to understand in the world of change we live in today. This stage is about getting ready to change. It involves getting to a point of understanding that change is necessary, and getting ready to move away from our current comfort zone. At this stage Orange UK should prepare all the stakeholders before the change (and ideally creating a situation in which we want the change). The more we feel that change is necessary, the more urgent it is, the more motivated we are to make the change. Change At this stage the Orange UK make sure that all the stakeholders are 'unfrozen' and moving towards a new way of being. That said this stage is often the hardest as people are unsure or even fearful. This is not an easy time as people are learning about the changes and need to be given time to understand and work with them. Support is really important here and can be in the form of training, coaching, and expecting mistakes as part of the process. Using role models and allowing people to develop their own solutions also help to make the changes. It's also really useful to keep communicating a clear picture of the desired change and the benefits to people so they don't lose sight of where they are heading. Freezing As the name suggests this stage is about establishing stability once the changes have been made. The changes are accepted and become the new norm. People form new relationships and become comfortable with their routines. This can take time. But Orange UK should try to complete this process in less time. Orange UKs concern is about reinforcing the change and ensuring that the desired change is accepted and maintained into the future. Without this people tend to go back to doing what they are used to doing. This is probably what Kurt Lewin meant by freezing - supporting the desired change to make sure it continues and is not lost.

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