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    Case Study CTM

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    Juliana Tovar saavedra
    CTM, a telecommunications company, is innovating through digital transformation led by Pavel and his young team. They face stereotypes about the team's age and experience. Approval processes are too complicated, hindering innovation, while managers fear risks. Departments lack communication and IT needs more collaboration. Pavel proposes improving customer engagement through a fun website, better communication, and understanding customer needs. This will make CTM more agile. Markov emphasizes the need for agility through testing ideas first before launch to validate concepts and minimize risks to the company's reputation from innovation.

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    Case Study CTM

    Uploaded by

    Juliana Tovar saavedra
    46 views2 pages
    CTM, a telecommunications company, is innovating through digital transformation led by Pavel and his young team. They face stereotypes about the team's age and experience. Approval processes are too complicated, hindering innovation, while managers fear risks. Departments lack communication and IT needs more collaboration. Pavel proposes improving customer engagement through a fun website, better communication, and understanding customer needs. This will make CTM more agile. Markov emphasizes the need for agility through testing ideas first before launch to validate concepts and minimize risks to the company's reputation from innovation.

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    CTM - Case study

    Original Title

    Case Study Ctm

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    CTM, a telecommunications company, is innovating through digital transformation led by Pavel and his young team. They face stereotypes about the team's age and experience. Approval processes are too complicated, hindering innovation, while managers fear risks. Departments lack communication and IT needs more collaboration. Pavel proposes improving customer engagement through a fun website, better communication, and understanding customer needs. This will make CTM more agile. Markov emphasizes the need for agility through testing ideas first before launch to validate concepts and minimize risks to the company's reputation from innovation.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    46 views2 pages

    Case Study CTM

    Uploaded by

    Juliana Tovar saavedra
    CTM, a telecommunications company, is innovating through digital transformation led by Pavel and his young team. They face stereotypes about the team's age and experience. Approval processes are too complicated, hindering innovation, while managers fear risks. Departments lack communication and IT needs more collaboration. Pavel proposes improving customer engagement through a fun website, better communication, and understanding customer needs. This will make CTM more agile. Markov emphasizes the need for agility through testing ideas first before launch to validate concepts and minimize risks to the company's reputation from innovation.

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    You are on page 1of 2

    CASE STUDY

    CTM innovates with Digital

    1.Human relationships (3 points): Identify the problems of business-I.T. human


    relationships (false perceptions from both sides, stereotypes).

    We perceived many stereotypes on the case:

    ● Seller: When the employees ask for the salesman to be well dressed in order to increase
    the sales and the potential clients. But it doesn’t matter how you are dressed, the
    important thing is the product you are buying.
    ● Young team: When the employees thought that the young team can’t handle the
    management project because they don’t have enough experience. That’s not true due to
    they have the capacities and the abilities to do this type of projects.
    ● The employees something are kind of rude and they feel superior or above of the others.
    But they need to understand the meaning of teamwork and share the same ideas to
    complement each other.

    2. Obstacles (3 points): Identify and describe the other constraints and obstacles (mainly
    processes and working habits) that Pavel and his team have to endure.

    ● The too complicated approval process makes a new program or new ideas impossible to
    implementation, hindering the development of innovation.
    ● Managers are afraid of some risks from innovation,such as risk of reputation and
    information disclosure.
    ● Different departments have their own opinions, they don’t want to compromise each
    other, which means they may need more internal communication about innovation.
    ● IT and CTM need more communications ,let other departments know what they trying to
    do.

    3. Agility (5 points): (b) To what extent Pavel’s three propositions will improve CTM’s
    agility? (c) What kind of agility is claimed by Markov in the end of the text?

    B) The 3 propositions are focus principally on improved the relation between the company and
    the customers. The use of the webpage will making “fun” the way that they interact and it will be
    increase the communication of both parts. This is the perfect strategy to know the needs and
    interests of your clients and increase your target. At the end, all of these data will be useful in a
    future to implement more marketing and management strategies.

    C) They said that we need to develop and get better all the ideas of the team and is important to
    do some before tests (using the trial and error method) before launch any product. This will
    help them to validate the idea because they need to be sure this is not going to affect the image
    or the reputation of the company. Also, take care for decrease the possibility of the infiltration of
    data and information in case of use the cloud for storage.

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