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Management Business Environment in Saudi Arabia Discussion Response

Management Business Environment in Saudi Arabia Discussion Response


I would like you to reply to this peer discussion post:

The Saudi Telecom Company (STC) has undergone numerous changes since its inception to stay abreast of the rapid evolution of the telecommunications industry and to meet the demands of a growing and tech-savvy consumer base. Its digital transformation initiative was one of the most notable changes in recent years.

Identify and briefly discuss a change/s in the organization.  

Digital Transformation

In accordance with Saudi Vision 2030, which calls for the digital transformation of the entire Kingdom, STC has undertaken a significant overhaul of its operational and customer service processes. “A sophisticated digital infrastructure is integral to today’s advanced industrial activities. It attracts investors and enhances the fundamental competitiveness of the Saudi economy. We will partner with the private sector to develop the telecommunications and information technology infrastructure, especially high-speed broadband, expanding its coverage and capacity within and around cities and improving its quality. Our specific goal is to exceed 90 percent housing coverage in densely populated cities and 66 percent in other urban zone” (Saudi Vision, 2016). To enhance customer service and improve operational efficiency, the company has introduced a number of digital platforms and tools. For example, converting all work that requires visiting a branch into work that can be completed through the company’s application (my STC) has led to reducing customer congestion at the branches and raising the level and speed of service.

Implications of the Change:

With the advent of digital platforms, STC has provided its customers with a more seamless and efficient service experience. Users have been able to interact more conveniently due to features such as online bill payment, digital customer service, and e-sim services. Efficiency in Operations Through digital transformation, STC has streamlined operations, reduced costs, and made data-driven decisions, improving its overall efficiency. As a result of this transformation, STC has diversified into various digital services, positioning itself as more than just a telecommunications provider. In addition to digital payment solutions, cloud services are included in this category.

Challenges Faced:

As with any significant change, the digital transformation at STC was challenging. These included: Employees accustomed to traditional methods of operation needed to be trained and brought on board with the new digital tools and processes. To implement new technologies, it was necessary to restructure the existing IT infrastructure, which may result in temporary interruptions. As services moved online, it became increasingly crucial to ensure robust cybersecurity to protect customer data and maintain trust.

Change Management Principles Applied:

To ensure the successful implementation of its digital transformation, STC must Align with the company’s vision; senior management played an active role in championing the change. Communication with Employees and Customers STC regularly communicated with employees and customers about the changes, benefits, and progress. A comprehensive training program was implemented to ensure employees were equipped to handle the new digital tools and platforms. Mechanisms for feedback: The company established channels for feedback to thoroughly understand any challenges encountered during the transition and address them promptly.

Discuss the change in terms of the 4 organizational change roles, change initiator, implementer, facilitator, recipient and who carried out these roles.

Change Initiators

“Change initiators get things moving, take action, and stimulate the system. They are the ones seeking to initiate change to make things better. They identify the need for change, develop the vision of a better future, take on the change tasks, and champion the initiative” (Deszca et al., 2020, P. 77). Saudi Vision 2030 and the evolving telecommunications landscape motivated the senior leadership and board of directors to initiate change. A more digital-centric approach to operations and customer service was recognized as necessary.

Change Implementer

“Pfeffer argues that effectiveness doesn’t come from making the critical decision but rather from managing the consequences of decisions and creating the desired results”(Deszca et al., 2020, P. 78). The leading implementers of change were middle management and specific project teams. In addition, they implemented the directives from senior leadership on the ground, whether it involved the integration of new technologies, training staff, or implementing new digital platforms.

Change Facilitator

Today’s complex organizational changes can fail because parties lock into positions or perspectives become obscured by personalities and egos. An outside perspective in such situations can facilitate change. Facilitators of change are knowledgeable about change processes and assist organizations in dealing with change issues. In this capacity, they sometimes serve as consultants to change leaders and teams. Most individuals who act as change facilitators do so informally, often relying on their existing relationships with others involved in the change process. In addition to having high levels of self-awareness and emotional maturity, they are skilled in the behavioral arts – using their interpersonal skills to work with teams or groups (Deszca et al., 2020, P. 80). In the TIP program, fresh graduates are hired and enrolled in an accelerated development program for 24 months to maximize their capabilities through 11 development tracks for business impact (STC, Empowerment).

Change Recipients

The recipients of change are those who are affected by it. Their responses will likely range from active resistance to passivity to active support, depending on their perception of the change, its rationale, and its impact. People may become dissatisfied, frustrated, alienated, absenteeism, and turnover when they feel acted upon and have little or no voice or control in the process (Deszca et al., 2020, P. 83). It was primarily the employees and, to a lesser extent, the customers who benefited from the change. STC employees had to adapt to new technological tools and operational procedures, while customers had to navigate and adopt new digital platforms and services.

Discuss the position or title in the organization (leader, manager, supervisor, or employee) with the role they played.

Change Initiator Leadership – Board of Directors & CEO Role Played Leaders at the highest levels of STC, such as the CEO and the board of directors, were instrumental in recognizing the pressing need for a change, especially considering the broader objectives set by Saudi Vision 2030. They were responsible for initiating the transformation process, setting the tone and vision for the rest of the organization. Strategic analysis, evaluation of the competitive environment, and identification of the broader benefits of a more digital-centric approach would have been involved in their decision-making processes. Managers, including department heads and project team leaders, were on the front lines of implementing the change. Upon receiving directives from the top leadership, they were responsible for strategizing and ensuring the objectives met. New technologies may be introduced, operational processes may be re-defined, and teams may be aligned with the new direction. Human Resources Supervisors, Training Coordinators, and IT Supervisors, among others, acted as the backbone of the change process. They ensured that the logistics for the transformation were in place.HR supervisors would have ensured that employees received appropriate training and addressed any concerns related to the change. It would be the responsibility of the IT supervisors to ensure that the new systems were functional and seamlessly integrated. Most employees within STC became the recipients of the change, including frontline staff, customer service representatives, and technical staff. They were responsible for becoming familiar with and adapting to the new tools, technologies, and processes. Their acceptance, adaptability, and feedback were essential. For instance, it would be necessary for frontline staff to interact with customers using new digital tools, while technical staff would be responsible for managing and troubleshooting these systems.

Discuss if the person was effective and why or why not?

It is important to note that the effectiveness of each position during STC’s transformation will be closely linked to the outcomes observed and the feedback received from stakeholders at each level. To conduct an actual assessment, STC would need to collect in-depth internal data, provide feedback, and provide specific performance metrics. Change begins at the top of the pyramid in an organization, but all employees can contribute to the extent required by their work to achieve the change.

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