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Role of vision in managing change (PTCL).
Vision has an essential role in any organization. Vision is an image of the future – it is where
we are heading. In further context if we look for a vision, so a vision clarifies purpose and
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direction and is therefore a source of motivation and energy. Whenever an organization
requires a major change they first focus on the vision. They look is this mission is complying
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with the change or not. And get a vision according to the required change and use it as a tool
to implement a change in the organization, it gives it a direction as well as the purpose of the
change. Here I quote something by Sullivan & Harper who said:
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Vision can provide both a corporate sense of being and a sense of enduring purpose. While
incorporating a measure of today's success, vision transcends day-to-day issues. And, by
providing meaning in both the present and the future, vision can empower and encourage
leaders and followers to implement change (Sullivan & Harper 1996)
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As vision is considered as the major change agent we have to keep in focus these major
points:
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 A vision should be clear, concrete guiding picture of the results or condition you want
to achieve (Manage Change).
 A vision is a source of inspiration and guidance so be careful in it.
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 A vision can be the glue that holds everyone together in a group, organization, or
movement.
 If the vision is big and inspiring enough, a vision, just by being powerfully stated, can
set in motion the energy needed for its own attainment.
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For the practical implication of this concept I am taking the example of Pakistan
Telecommunication Company Limited. This company was a government asset. They were
typically working as like government organization does in the third world and developing
countries. The company was using the infrastructure, equipment and all the other strategies
which were up to 40 years old. The PTCL was getting down and down. Revenues were going
into negative and there were a lot of complaints in the market. At this level, Government took
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a decision to make it private. As the firm went private, the management take a decision to
have a change in the organization and first thing they do about this they have new vision,
mission and goals for the company. The new mission was explicitly for the purpose of the
research and development and introducing a real change in the organizational controls,
functions and products too. The Vision statement for the PTCL is now:
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“To be the leading Information and Communication Technology Service Provider in the
region by achieving customer satisfaction and maximizing shareholders' value'.
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The future is unfolding around us. In times to come, we will be the link that allows global
communication. We are striving towards mobilizing the world for the future. By becoming
partners in innovation, we are ready to shape a future that offers telecom services that bring
us closer.”
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Now as the according to the vision statement, it clearly defines that company needs real
actions in the fields of the research and development to attain their lost professional integrity,
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customer satisfaction and company goodwill and loyalty.
“Successful change is hinged on a picture of a desirable future. Vision can provide both a
corporate sense of being and a sense of enduring purpose. Without a sensible vision, change
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efforts can dissolve into a list of confusing projects that take the organization in the wrong
direction. It is important that the vision be easy to communicate (Kotter 1995).”
So the PTCL took and a corrective action according to quote above and they took these
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actions step by step and get huge success in managing change:
1. PTCL defined a clear, concrete and attainable vision statement to manage change.
2. They expand their target audience as the need for change begins to crystallize, the
strategic leader can begin to expand discussions to a broader cross-section of
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organizational members, paying careful attention to their reactions, suggestions, and
alternatives.
3. GATHER AND BROADEN THE POWER BASE; As the strategic leader develops
greater clarity around the need for change, he/she will begin to pay attention to power
figures in the organization, and may commission studies of alternatives.
4. Alert the organization to describe this emerging vision by strategic leaders.
5. Communicate the vision showing what actually they want to change in the organization.
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6. Created a sense of urgency so that employees’ motivation level can be boosted up.
7. And finally managed the planning and organizing the change process so that at the end
the company have not to face any major incident.
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References
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Company Official Website:
http://www.ptcl.com.pk/aboutusc.php?NID=91
Electronics Interview with:
Shahzad Khalil ( R & D department)
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Shahzad.khalil@ptcl.net.pk
ph: 051 - 111 20 20 20
Corporate Headquarters, Block-E, G-8/4,
Islamabad-44000, Pakistan
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Article:
http://telecompk.net/2007/09/04/ptcl’s-privatization-the-biggest-financial-scam-in-pakistan’s-
history/
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