PROJECTS VODAFONE

"Voco brought capability, experience and nous to this complex and wide-ranging programme of work and were a material contributor to its success."

Vodafone TelstraClear Acquisition and Integration

Vodafone had recently acquired TelstraClear for $840m. The company asked Voco to help complete the final stages of the acquisition, and plan and execute the integration of the two businesses.

Challenge

Vodafone needed to execute an organisation-wide integration programme to combine the two businesses while realising integration synergies. The synergy projects had to achieve predetermined savings to meet the business case signed off by the shareholders. It was critical the integration occurred quickly – but without disruption to customers.

International experience shows that over 85% of enterprise level acquisitions result in erosion of top line performance. Vodafone was determined to avoid such a drop. BAU already saw the company under huge pressure in a highly competitive environment. Management recognised that, in order to execute the integration programme, external intervention would be required. Vodafone had previously engaged Voco to assist with a divisional ICT transformation project which had over-achieved on its objectives. They considered Voco a credible and knowledgeable alternative to the ‘big four’ consultancies, and better value for money.

Solution

Voco set up a transformational change management programme that covered work streams, target state, strategies to get from the current to the target state, key skills required, stakeholder engagement and management, and a decision-making framework. The major work streams included IT and systems, brand consolidation, product rationalisation and integration, legal and regulatory, and customer communications. Alongside these Voco ran a synergy work stream, which comprised a portfolio of projects leveraging synergies in networks, systems, processes and people roles in order to extract cost.

Voco:

  • Engaged with stakeholders across the business and established a company-wide programme with clear transition, integration and transformation phases.
  • Set up and managed a 2-tier executive-led programme governance regime featuring a fast-cycle decision process.
  • Managed financials and budgets.
  • Maintained momentum by overseeing and contributing to business cases and decision.
  • Oversaw the establishment of programme communications.
  • Undertook a full onsite review with the Vodafone Group’s Internal Audit.
  • Managed migration of business services back onshore.

Voco’s involvement brought structured governance to the integration programme at executive level. The formalised decision-making process brought (often difficult) decisions to the table to be made on a weekly basis. The disciplined approach helped to complete a large and complex programme in a short timeframe.

Results

The Vodafone and TelstraClear brands and organisations were integrated on time, within budget and with no measurable adverse impacts on customers. The required cost synergies were achieved. Vodafone was positioned to attack the market as a full service operator, with a clear line of sight on big strategic decisions for future.

QUICK READ

Vodafone's acquisition of TelstraClear required a fast-cycle integration of the two companies which would achieve multi-million dollar cost synergies promised to the shareholders and be completed without disrupting customers. Voco was engaged to set up and execute a transformational change management programme.

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