Cultural Transformation for a Leading Telecom Group

About the Client

Leading Telecom Company in Saudi Arabia, offering landline, mobile, Internet, and networking services. Established as a Saudi joint-stock company under the Council of Ministers’ decision, the company serves the majority of the Kingdom’s mobile subscribers and generates a significant share of total sector revenues.

Executive Summary

Amidst a wave of competition and organizational transformation, the company sought to assess its corporate culture and develop corrective plans to elevate performance and engagement. The goal was to enhance the cultural maturity of all entities within a three-year period, ensuring alignment with the organization’s strategic direction and transformation objectives.

The Challenge

The company’s internal transformation and diversification into multiple subsidiaries across various sectors created a complex cultural landscape. The main challenge was harmonizing the cultural standards and performance levels of employees across all subsidiaries to maintain consistency, collaboration, and shared values aligned with the corporate vision.

Accomplished Work

The project began with gathering demographic data from all 11 subsidiaries. Using the Denison Organizational Culture Model, top management and leadership teams were introduced to the methodology through workshops. Surveys were then conducted to evaluate the cultural dimensions across all entities, followed by a detailed analysis of the results. Based on these insights, a corrective action plan was developed for each subsidiary to address identified gaps and improve cultural alignment.

The Impact

• This group became the first Saudi organization to be ranked among the world’s top 500 companies according to the Denison Model.
• An increase in the level of collaboration and cultural alignment across the group’s companies.
• Activation of a sustainable framework for continuous cultural development and performance improvement across the group.
• Identified key cultural gaps and developed corrective strategies for each subsidiary.
• Strengthened collaboration and cultural alignment across the group.
• Established a sustainable framework for continuous cultural development and performance improvement.

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