After years of success, the Technology Unit of our client, a Spanish mobile telecom operator, was lagging behind compared to other units of the company which had just completed a deep cultural change. The morale of the Unit's staff is low: results are not very bright, the third CTO in 3 years has just been appointed and this has triggered yet another organizational change.

The first step to solving the problem was to gather the maximum involvement from members of the Steering Committee of the Unit, through their participation in defining the role and objectives of the Unit. We analyzed in detail the real reasons for the demoralization of employees, defined actions to solve those problems and implemented a very specific communication strategy. We revised and redefined operational processes and the way things were getting done, being creative but without reinventing the wheel, focusing on the end customer, enhancing the value of rigor and the need for accountability and all this with optimism and a positive attitude.

In 2 years, employee loyalty indicators have improved by 20% from being 10 points below the average for the company to being 10 points above. Moreover, operational indicators have improved across the board, and, as an example, now 95% of feasibility analysis of requests for IT changes are completed within 3 weeks, MTTR (mean time to repair) has been reduced by 30% and three times more incidences are resolved on time.