Telenor- INSEAD EFMD Case Study

We see the concrete examples of the impact already. We started “agile” ways of working within IT for broadband and TV last year – and we have achieved 80% decrease in the lead time and 100% increase in the productivity for “regular size” change assignments. The INSEAD programme also provided us with the right tools to continue and expand this transformation to other areas, for example, front-end development, where the “red” way of thinking has helped us to build MVPs, test quickly with customers and use the feedback to further develop it.

Immediately following the programme we created a structure for innovation, inspired by the “red” way of thinking. We gathered 35 experts across the company and set out on a joint innovation project, “Project X”, designed to take 90 days in 3 phases. As a kick off, we used material from INSEAD to train participants and align our thinking. The “explore” phase produced 60 concepts. We “pivoted” around these concepts, and chose 12 to formulate hypotheses and test out. Finally, six contenders presented their MVP to the entire organisation at a full-day “digital fair”, where employees voted for the best concept. Three ideas were chosen to develop and are currently in pilot phase. All 35 participants were labelled “Innovation Catalysts” and their role post Project X is to help channel innovative ideas into the organisation, applying the tools and frameworks. The INSEAD programme has definitely changed how we work.

The learning has inspired a redesign of our project governance for transformation projects, allowing us to work more agilely, cross-functionally and innovatively – and enabling us to execute our ambitious strategy. In addition, leaders and specialists are running smaller projects using the methods from the programme, enabling innovation with customer focus in daily work.

Around 100 of our leaders and change agents have taken the online programme so far. Today we feel the impact: the common language, need for speed in learning and “chief experimenter” role are well grounded across the company. Empowerment and accountability for strategy execution are encouraged and widely accepted as desired behaviours. Instead of approaching with “blue”, we are now testing hypotheses and creating solutions in iterations in prepaid mobile, Internet of Things, digital-centric customer journeys, contextual marketing, e-commerce… to name only some of the areas in which we use learning and tools from INSEAD. Selina Lomholdt HR Director, Telenor Denmark The learning has inspired a redesign of our project governance for transformation projects, allowing us to work more agilely, cross-functionally and innovatively – and enabling us to execute our ambitious strategy. In addition, leaders and specialists are running smaller projects using the methods from the programme, enabling innovation with customer focus in daily work. Oliver von Gagern Chief Strategy Officer, Telenor Norway We have changed our decision templates such that every proposal to be discussed in top.