Bus705 written research proposal-vf-jmaher

Comparative Case Studies of Vodafone New Zealand and Vodafone AustraliaSemester Two 2008

Business 705 Qualitative Research Proposal | Why does the long term maintenance of strategic revolutionary change fail and what effect does removing the change leader have? Comparative Case Studies of Vodafone New Zealand & Vodafone Australia

Contents

1.0 Introduction......................................................................................................4

2.0 Background.......................................................................................................5

2.1 Personal Interest................................................................................................7

3.0 Relevance of existing literature.......................................................................10

3.1 Strategic Change and Change Management.....................................................10

3.2 Leadership & Followership...............................................................................11

3.2 International Human Resource Management: Succession Planning,

Expatriation and International Talent Transfer...................................................................12

4.0 Research Question, Aims and Objectives.........................................................13

4.1 Research Aims & Objectives.............................................................................14

5.0 Research Methodology & Design.....................................................................15

5.2 Data Sampling...................................................................................................16

5.2.1 Current VFNZ Management Group............................................................17

5.2.2 Current Line Managers with Marketing Function......................................18

5.2.3 Key Agents from both groups in historical context...................................18

5.3 Data Collection.................................................................................................19

6.0 Data Analysis..................................................................................................20

7.0 Potential issues with Research........................................................................21

7.1 Relationship to Subject.....................................................................................21

7.2 Access: analysing a Historical Event..................................................................22

7.3 Getting current VFNZ & VFAus leaders onboard..............................................23

8.0 Potential Research Limitations........................................................................24

8.1 Possible Extensions to Research.......................................................................24

Jess Maher | 3328773 Page 2


8.1.1 Effect and Influence of Individual Leader..................................................24

8.1.2 Effect and Influence of Leadership Philosophy..........................................25

9.0 Implication of the findings...............................................................................25

9.1 The Body of Knowledge & Literature................................................................26

9.2 Multinational Corporations Globally................................................................26

9.3 Vodafone Group Internationally.......................................................................27

9.4 Grahame Maher & The Zone Consulting..........................................................27

10.0 Conclusions.....................................................................................................28

Appendices......................................................................................................................32



1.0 Introduction

The role held by Grahame Maher, currently Chief Executive Officer (CEO) of

Vodafone Middle East, is relatively unique in the processes of many multinational

corporations (MNCs) but particularly within Vodafone (VF). He is recruited and transferred

on contracts commonly ranging from 18months to three years internationally within VF.

With exceptional results Grahame has become known for his ability to turn around

situations, he has become a widely respected member of the VF community, having great

influence and effect on those he directly leads. The effect of his change initiatives appear to

be dramatic but as time progresses it is apparent his influence wears off. Vodafone New

Zealand (VFNZ) presents the oldest change situation where Grahame was featured as CEO

and it has only become apparent recently, years since Grahame’s departure that the

influence of the undoing of this change is appearing in measureable ways.

Grahame’s departure from VFNZ directly to Vodafone Australia (VFAus) saw a similar

change process and management philosophy implemented in very different contexts under

very different conditions. By utilising comparative case studies between these two branches

of the VF, common themes and perceptions maybe identified using longitudinal data

analysis in conjunction with focus groups and qualitative interviews (with three key groups;

current management, current marketing line managers and previous employed key agents

from this change period with particular reference to the other two groups) will allow

understanding from the perspective of the employees and followers of this change.

Discourse analysis will be utilised to consider the recurrent themes and perceptions among

these followers and between the varying parties to the events occurred.

The consideration of the varied perspectives of Grahame, VF Group and the

employees involved in each of these situations is expected to provide insights for a number

of fields of literature; including strategic change & management, leadership & followership

and International Human Resource Management, succession planning and expatriation.

There are a number of potential issues with the research, particularly my relationship with

the subject, which have been considered and planned for. The limitations have also been



explored, with the lack of differentiation between the leader and the leadership style

providing the opportunity for extension within of branches of VF which Grahame has

identified as adopting a similar management philosophy in their leadership.

2.0 Background

In 1998 VFNZ bought Bellsouth, an existing provider in the domestic

telecommunications industry. Their market share and previous performance had been

dismal and a team was established to initiate the change required. Grahame Maher was

transferred from VFAus and appointed as the Chief Operating Officer (COO) of VFNZ within

the marketing function. In one year the brand awareness of VF in the New Zealand (NZ)

market had increased under Grahame’s direction from 2% to 98% (Maher, 2006). After such

strong impact and success in the role, approximating 18 months after joining VFNZ,

Grahame was promoted to CEO. Over the first three years of this change VF made a big

impact on the telecommunications industry in NZ, transforming Bellsouth’s 17% market

share and 138,000 customers to a massive 1.1 million customers and dominance in the

market with a 55% share under the VF brand, (Maher, 2006). Vodafone’s landing in the NZ

market changed the direction of the market which was old and slow and by making the

brand “fun” and “young” VF shook Telecom’s market dominance at the time but also

opened up the market with an influx of new consumers seduced by the brand VF had

created.

As the market took off and VFNZ had made its claim in the domestic economy by

overturning the operations acquired under the Bellsouth organisation, Grahame’s ability to

lead and motivate change and growth was demanded by VFAus as the market and business

continued to deteriorate and lack equitable returns. Plans had been made well in advance

that anticipated Grahame’s removal from the VFNZ environment (he was employed on a

two year contract to act as CEO of VFNZ) and as part of this process, Grahame ensured that

at least two possible options of successors where selected early on in the change process

whom were closely involved throughout, in this case Arthur Neealy and Tim Miles. Arthur

Neealy (whom was close to retirement age) was one of Grahame’s selected successors, took

over the role immediately as Grahame exited VFNZ about a year earlier than expected (for a



further breakdown of the timeline and Grahame’s history with VF, see Appendices Two &

Three).

Grahame was appointed as the CEO of VFAus whilst also juggling the role of COO of

the Vodafone Asia Pacific Region (VFAPR). This Regional Division of the global management

structure of VF allowed Grahame to have continued responsibility and involvement in VFNZ.

Grahame credits the planning involved with his successors and the fact they where

internally progressed and people already knew them, to the success of this hand over

period. The change process undertaken in the “VFAus situation was different from the

beginning, it was much messier scenario & more difficult on entry” (personal

communication with Grahame Maher, October 6, 2008). Yet the same management

philosophy and general approach has been adopted in this process and the results from the

change appear as much of a success as VFNZ. The context in VFAus mainly differed as the

organisation Grahame entered was already established as a branch of VF, yet one which was

under performing.

In August 2004, Grahame was relocated with an appointment in VF Sweden ended his

regional connections with VF APR. This continued relocation was relatively unique within VF

globally, yet unique to Grahame’s ability as a change leader, fuelled by his desire for

international appointments. The effect of Grahame’s initially relocation meant that staff

whom were key to VFNZ during change period were also relocated within VF or dispersed to

other appointments, a considerable number travelling with Grahame to work within VFAus.

Many of the original management team have actually continued to followed Grahame’s

appointments to continue working with him directly with many of them in European

branches of VF. At the current date, Grahame reports that none of the original management

team established through this change remain in VFNZ.

The customer base of VFNZ has continued to grow (2.3 mil- December 2007, 2.4mil-

June 2008) and in the perception of the VF Group Investors, VFNZ is continuing to perform

strongly (Vodafone Group, 2007). They are maintain market share (53.5%- December 2007)

and remain a strong player in the market (Vodafone Group, 2008), however it would appear

that there are ever increasing numbers of mobile phone users in the telecommunications

industry domestically in general. Whilst VFNZ is maintaining its market share, it is not



showing the same performance and impact it once had in the market. In the last 2 years

VFNZ has attempted further strategic changes under their current structure, with little

inside perspective, but from industry perception, this change within VFNZ has been a stark

contrast to the change in question, with an apparent lack of energy, motivation or

understanding in the change demonstrated by the front line of VFNZ employees (Biddle,

2006).

The VFNZ website still states they are centrally driven by their 4 core values, as

installed in the change process by Grahame, being passion for customers, our people,

results and the world around us. From the perspective of the NZ mobile phone consumer,

VFNZ customer and at least some VFNZ employees, it is not a claim that has the same

valence or trust behind it anymore. The website post titled, Grahame Maher’s legacy for

Vodafone NZ has rotted away to nothing… sums up consumer opinion to VFNZ with the

statement, ‘2001: most people loved VF. 2007: most people now loath VF but there is little

other choice’ (Paroxym, 2007). Employee opinion of this departure of Grahame is even more

interesting, the impact of Grahame’s departure from any branch of the organisation is

somewhat of an grand event. “There are not many MDs [managing directors] that would see

hundreds of people in tears when he departed both NZ and Australia” (Biddle, 2006) and it

appears that loyalty to Grahame is maintained long term, possibly even more so than VF.

From my understandings of referential power, I would best estimate this is the kind of

power dynamic inadvertently drawn upon by Grahame in such situations acting as a

charismatic leader. Grahame’s ability to establish such influential leadership in such a short

period of time generally under hostile conditions could potentially provide critical insights

for the conceptualisation of such management philosophies and strategic plans

implemented by MNCs.

2.1 Personal Interest

I have had the opportunity to maintain a unique perspective on the

operations of VFNZ, as a teenager being relocated to New Zealand, I had little

understanding of what my Dad (Grahame Maher) did at work or what influence he

was having within the telecommunications industry locally. As the profile of VF

continued to grow and they become strong market leaders in NZ I gained a further



perspective by becoming an employee within the Customer Support Centre at VFNZ.

My understanding of the changes and influences my Dad was having within the

organisation was all derived from those people whom made up the staff, including

myself. As my Dad exited the organisation I was still employed with VFNZ (I remained

in New Zealand as my family relocated) and continued to be for a several months

following.

When considering the influence of my Dad as a model for my own learning,

Jackson & Parry (2008) describe how psychoanalytical theory of leadership

suggestions that my perception of leadership and style of leadership are both

strongly influenced by models presented to me during development, with particular

reference to my parents (p51). Yet drawing on contextual references of my

childhood and insights from family interactions, my Dad never really held the

position of the decision maker or leader. A family joke on a recent holiday was

labelling, “Mum’s the Boss and Dad’s the bank”. My dad plays a diplomatic role as

somewhat of a martyr between my sister, my mum and myself. When dad tries to

impart wisdom or guidance, we lovingly refer to him as “Buda” and to quote from

recent family wedding speeches, “Shut up Grahame, you might be the boss in

Europe, but you’re just a lackey here!!” (Susan Maher, Grahame’s younger sister)

demonstrates further the position within the family unit which my Dad holds.

With future understandings from psychoanalytical perspective suggests the

perception of leadership is formed through processes of projection & transference

with reference to the model displayed through childhood, adolescence and young

adulthood (Jackson & Parry, 2008) it is interesting to consider Dad as a model for me

personally, but the people whom would have been my Dads models, such as my

grandparents. I personally draw parallels of the kind of charismatic figure head which

Grahame appears to play with my grandfather, Kenneth Maher, whom was a priest

with the Unity Church when he passed away in 1997. His role was as such to that the

family relocated often, yet he was renowned for his charisma, storytelling and

general ability to captivate and audience. While the contexts that my grandfather

practised in may have featured resistance and difficulty, he was never in a role which

required executing the same “hard calls” like laying off hundreds of employees or



questioning the output or performance of business units. (I feel it is relevant to state

here as is often presumed otherwise, my Dad is atheist and while I did have exposure

to religion from both the Anglican schools I attended and my extended family, I was

raised in an atheist home).

In previous retrospective consideration, I have come to understand that some

of the dysfunction within the dynamic of my family from my perspective is due to my

Dad not making more of a stand at times when I perceived it to be important. With

volatile extended family history, especially from my Mums side of the family, there

have been numerous tensions and difficult situations where I have felt my Dad

should have been the person to try to change the direction or perception of the

general family unit where I have felt he has remained the “peace-keeper”. At times

where I have done something to require reprimand I never remember my Dad doing

more than what my sister and I jokingly refer to as the ‘so-disappointed-don’t-talk-

to-me’ act. This of course evokes feelings of remorse from my sister or I, but I

imagine a much harder line would be required when the people being reprimanded

aren’t related to you and may not even have any respect for you, which is assumed

to be the case when entering an existing organisation and generally turning it on its

head. As my Dad was often distant in my family, with work requiring a large

commitment from him throughout my childhood, the influence of his power within

the family unit was minimised every time he left and was then entered back again.

Yet although the relationships are different, the general body of employees within VF

feel they personally have some connection to Grahame, and distance does not

dissipate this. The fact that he has to be shared among more people within an

organisational sense and therefore have less, if any one on one direct contact time

with them all, it is interesting to see the difference in perception between this group

and the family unit.

As an employee of VFNZ at the time Grahame departed I had the experience

of witnessing the emotion created throughout the people whom he manages when

he leaves the organisation. The first time I experienced this was also the first time I

had lived out of home and away from my parents as they moved to Australia, it was

surreal in retrospect to consider that I was almost accompanied through this grieving



process by my colleagues whom were also coming to grips with Grahame’s

departure. I also have the perspective of as a member of the telecommunications

providers target market and a VFNZ customer, my understanding of the organisation

is multifaceted and rather unique in this perspective. As such over the last few years

I have experienced firsthand the feeling that VFNZ has lost some creditability in the

market. People from a variety of places, including when I made it to university, some

lecturers, would often tell me, “your Dad has revolutionised the telecommunications

industry in NZ”, yet I also commonly hear that “it hasn’t been the same since

Grahame left”. My research question combines these two common reports to

consider the influence of removing the driving leader from a change environment to

question the validity of these statements and consider if there is something to this.

3.0 Relevance of existing literature

When considering this research question a number of bodies of existing literature and

knowledge have been identified and would require further consideration before undergoing

this research. When considering the process and planning undertaken by VF, the fields of

succession planning and international human resource management (IHRM) have been

considered with particular reference to the processes of Expatriation and International

Talent transfer.

3.1 Strategic Change and Change Management

The process of strategic change has widely been conceptualised within the

literature in a variety of forms, the contemporary approaches are deemed more

important for understanding this research as classical approaches, which primarily

feature economic foundations, have been criticised for being over conceptualised

(Jarzabkowski, 2003; Rumelt, Schendel, & Teece, 1994) and removed from the

individuals and micro contexts within which strategy operates (Jarzabkowski, Balogun,

& Seidl, 2007). There are a number of models and frameworks provided (Flamholtz &

Randle, 1998; Glen, 2006) however by comparison, the consideration of strategic

change and maintaining it long term has been less widely addressed. Values Based



strategic approaches (Forde, 2006), like that undertaken within VFNZ, has been

conceptualised about in various forms in the literature (Beyerlein, Freedman, McGee,

& Moran, 2003; Blanchard & O'Connor, 1997; Glen, 2006; Rashid, Sambasivan, &

Johari, 2003), the ideal strategies and structures for achieving change have been

widely discussed as has the influence of corporate culture and values based approach

(Flamholtz, 2001; Rashid et al., 2003; Taylor, 2005). The concerns for considering this

area are still relevant and could potentially provide potential in a number of areas or

disciplines’.

3.2 Leadership & Followership

‘Unless followers recognise it as leadership, it isn’t leadership’(Jackson & Parry, 2008, p46)

There is an abundance of literature regarding the role of effective leadership

and what constitutes it within change management (Flamholtz & Randle, 1998). There

is also research to emphasise the importance of strong leadership in effective change

management (Gill, 2003). Within this discipline, the use of charismatic leaders and

their ability to influence change has been considered (Weierter, 1997). Leadership

scholars, while recognising that the relationship between leaders and followers is the

fundamental predicator in recognising what leadership consists of, invariably place

minimal emphasis on followers in the majority of leadership analysis’ (Jackson & Parry,

2008; Lord, Brown, & Freiberg, 1999). The “reality” of Grahame’s leadership, and true

influence of it is fundamentally derived from how his followers perceive this and make

sense of it.

Lord et al., (1999) explore further this dynamic relationship and exchange by

considering the effects of self on information processing and behaviour, describing the

role of leaders as ‘producing short run changes by influencing the working self concept

and enduring more changes through the development of chronic schema’ (p167). Lord

et al., (1999) also conceptualise that subordinates influence leaders self-schema which

provides interesting consideration of Grahame’s role when analysing the different

contexts in longitudinal comparison. This conceptualisation also leads to the possible

understanding that followers self-schema, as a dynamic and working concept, have



the possibility to be negatively influenced during or after the event of removing the

driving leader from the scenario.

‘New insights into the processes of leadership can be gained by focusing attention

squarely on processes connected to followers and their contexts, independently of what

leaders are actually doing’ (Meindl et al., 2004: 1347 as cited in Jackson & Parry, 2008, p41)

By considering the perspective of ‘followers as constructors of leadership’ it is

recognised that leadership is essentially in the eye of the follower (Jackson & Parry,

2008, p46). There are three main groups of theories identified by Jackson & Parry

(2008) which hold relevance and insight for the research proposed. The romance of

leadership theory assists to understand followership during periods of change. Meindl

et, al., (1985) states that in the absence of direct, unambiguous information about an

organisation, respondents will tend to ascribe control and responsibility to leaders

with events and outcomes which they could be plausibly linked (as citied in Jackson &

Parry, 2008, p47). Psychoanalytical theories recognise that a leader’s style is heavily

influenced by their models of leadership, especially parents, and the theory considers

primarily the processes of projection and transference. This holds strong relevance

considering the models exhibited in my family scenario, especially as briefly discussed

earlier in reference to my Grandfather, to which I have the unique advantage of

having general understanding of these highly individualised foundations for Grahame’s

perspective. Social identity theory of leadership draws upon the popular saying ‘like

attracts like’ stating the extent of which a leader is accepted is determined by how

closely the leader represents the groups characteristics, aspirations, values and norms

(Jackson & Parry, 2008, p52). This theory also provides useful insights as to the use of

values based approach which has been implemented by Grahame and how this

process influences and effects the follower’s perceptions.

3.2 International Human Resource Management: Succession

Planning, Expatriation and International Talent Transfer

The literature revolving around succession planning provides some

theoretical basis for understanding how an organisation conceptualises and plans for



the replacement of a particular person from a specific role or position in the

organisation. When considering the process of managing “leadership transfer”

between and within positions in VF, there are potentially important implications which

can be achieved through the detailed analysis of the succession process. There are

numerous conceptualisations of how to select and develop talent for international

transfer (Pucik & Saba, 1998), there is also large amounts of literature on the process

of effective management of expatriation and the organisational support necessary to

ensure expatriate success (Davidson & Kinzel, 1996; Michailova & Minbaeva, 2004).

Despite the process of expatriation being widely regarded as costly and potentially

problematic (Michailova & Minbaeva, 2004), MNCs continue to rely on the use of

expatriation, even in an era where technology offers greater opportunity (Brewster &

Scullion, 1997) and in markets where there is no shortage of skilled labour

(Boyaciggiler, 1990). The consideration of the use of expatriation on the domestic

market is generally conceptualised at a societal level (Solimano, 2003) considering

general market conditions such as availability of highly skilled labour (Abella, 2006),

yet less concern is made for the micro-level concerns specific within a particular firm.

4.0 Research Question, Aims and Objectives

VF has followed their well developed strategy to manage this international transfer of

talent, succession planning and attempts to maintain positive change within the various

branches of the VF brand. The validity of these processes is somewhat assumed in their

application and whilst there is no debating the strategic revolutionary change has positive

effects in the short term, the attempts to sustain such performance appears to have

dwindled as time progresses. Grahame’s role in VF is self proclaimed as incredibly unique

and the opportunity for considering the influence of his management philosophy in a variety

of contexts provides some interesting opportunities. By considering the domestic firms after

the removal of Grahame as the change leader, we would be able to gain a unique

perspective by considering the management philosophy from the perspective of the

followers within a variety of context implemented under varying conditions.



By considering how the members of organisation who made up Grahame’s followers

perceived his influence or impact will provide interesting insights which would not be

apparent in considering VF Group or Grahame’s perception alone. The impact of comparing

multiple environments will provide common themes or threads which may further highlight

the importance or impact of them. Practically there are obvious effects on the ‘changed

organisation’ when the leader is removed, which provides critical insight as to their impact

while they are there, leading to the question;

Why does the long term maintenance of strategic revolutionary change fail and

what effect does removing the change leader have?

In terms of ‘change failing’, it is important to distinguish this is not to imply that the

organisation has failed in a domestic setting, but the initiatives installed by this change and

the benefits gained from it initially appear to disappear in the long term. Further to this of

course, the question encompasses several different components and areas of focus in order

for it to be answered by the research in a complete fashion. These different components to

the question have been expanded and explored in the research aims, which poses some

further questions which will attempt to be answered by the research proposed.

4.1 Research Aims & Objectives

It is the objective of this research to consider from a follower perspective the impact

and influence of dynamic change leaders in creating and maintaining strategic change. The

influence on the organisation of removing this leader is not only insightful for those

completing similar processes but is also appropriate for understanding the impact of

leadership and a “purposive” philosophy from a perspective which has not currently be

utilised effectively. Considering the complexity and dimensions of the question posed, there

are a number of key aims which have been made salient by posing some further questions

which explain reasoning and approach which is explained.

Gain understanding as to why the long term maintenance of strategic change fails

Why have the initiatives which were established in VFNZ’s revolutionary change

period failed to be maintained in current organisational structure? Was attempt



made to maintain them, if so, why didn’t it work? Were all the key agents’

advocates for maintaining the change or were initiatives just dissolved slowly?

Provide understanding on the influence of leaders in maintaining strategic

change initiatives long-term

Is revolutionary strategic change sustainable? Would this change have eventually

failed in VFNZ despite changes in leadership? Why are results first achieved in

change (especially in terms of customer perceptions & strong employee relations)

not sustained long term? How “frozen” is change after it presents results that

fulfil strategic requirements?

Provide a new perspective on the impact and influence of leaders

How long after change is “frozen” is a dynamic change leader required to stay in

place? How does Grahame & Vodafone visualise this change process and

leadership philosophy compared to how his followers perceive it? How much

influence does Grahame directly have on changing the situations in which he

works? Are there common perceptions or understandings of the management

philosophy implemented by Grahame in different contexts despite cultural or

other differences?

5.0 Research Methodology & Design

An inductive approach will be taken to allow knowledge to be developed from

detailed observations without the limitations of existing literature imposing or affecting the

quality of observations drawn. Using a comparative case based method to approach the

question posed, will allow understanding as to why events occurred in each of these specific

settings (Tharenou, Donohue, & Cooper, 2007). The case study approach also ‘acts as a

vehicle to drive the incorporation of several methods in combination’ (Bryman & Bell, 2007).

This being said, the research proposed is only the initial methods to be implemented, the

design of this research specifically benefits from ‘multisource data, multi-method collection’

(Tharenou et al., 2007) and further extensions maybe required throughout this process. This



design will enable me to obtain an accurate and complete view of the revolutionary change

and the environment as a consequence within each of these branches. In this initial

proposal, the primary source of research is the use of focus groups, followed up with semi

structured qualitative interviews.

The initial primary method to be utilised is focus groups which will allow me to

understand why followers perceive the situation the way they do and observe how they

collectively make sense of such perceptions (Bryman & Bell, 2007). This process will also

assist generating retrospective thought and may assist highlighting thoughts that other

respondents may have overlooked without conversation. Focus groups will also help to

identify those with relative knowledge and critical insight to events which occurred and

individuals identified in this process can from here form a further sample for qualitative

interviewing. By using the critical incident technique in conjunction with semi structured

interviews will allow the interpretation of when employees felt Grahame’s’ influence had

been great and when it has not, but more importantly, allow me to ‘develop an

understanding of the sequence of events and significance to individuals (Bryman & Bell,

2007). A longitudinal data analysis of both internal and external resources will assist in

developing a more complete understanding of the interpretation of this leadership and

change from the perspective of those who experienced it. By using this design will enable

me to ‘elucidate the unique features of the case, adopting an idiographic approach’ (Bryman

& Bell, 2007, p63).

5.2 Data Sampling

The sample selection in terms of secondary resources will be relatively wide,

in order to gain the best understanding of this situation from an internal perspective,

a number of sources maybe utilised. Considering text in a longitudinal analysis which

is produced internally within VFNZ will be critical to the process of attempting to

establish some idea of the specific events which occurred during this process. The

text developed in communication both from and between, VF Group, VF APR and the

team leading the management group at various stages within VFNZ & VFAus

respectively along with communications between the executive management group

and the various other areas of the organisation as well as the variety of resources



distributed on the intranet system and reporting documentation are all incredibly

relevant. These particular areas of collection for the secondary source have been

identified as they have the potential to provide valuable insight into the

dissemination of leadership, structure, culture and direction during different time

periods within VFNZ & VFAus. External sources of text, including media resources,

industry information and press statements also provide a potentially very valuable

perspective which may assist in developing understanding.

Once a clear understanding of the organisation structure within both VFNZ &

VFAus has been constructed and compared with previous structures with

information gained from these secondary sources, the specific sample groups can be

identified. I have initially proposed three different groups from which samples will be

obtained in the process of collecting data, initially as members of focus groups of

between 4-6 people and then where appropriate further consideration with

qualitative semi-structured interviews. These groups may possibly be expanded or

altered as the understanding of the organisation is increased by considering the text

available around these processes.

5.2.1 Current VFNZ Management Group

The current management team within VFNZ & VFAus will be sampled

to consider the current strategy and leadership philosophy emphasised by VF.

The current management teams understanding of what constitutes the

change initiatives instituted and attempted to be normalised within VFNZ &

VFAus by Grahame, will provide useful insights into their understanding or

perception on the change process. Comparing conceptualisations made by

them of what constitutes VF in a historical setting with the makeup of VF

currently will highlight differences which may assist isolating the critical

incidents which lead to the change of management philosophy. Speaking to

people currently involved in the management team will also highlight if this

purposive leadership philosophy is still considered relevant within the

planning and management at an executive level within VFNZ & VFAus in a

practical sense.



5.2.2 Current Line Managers with Marketing Function

I have suggested the second group for sampling consist of a group of

line managers, they have been selected as they are presumed to have the

best understanding of the internal dynamics, process and culture within VF

without being too far removed from the front line (as executive managers

may) yet not too uninvolved as to not be somewhat aware of the managerial

influences from top line (as front line employees may). It is difficult to label

who these people will be until the current organisational structure is

considered however all individual’s identified as holding positions at this

middle management level from the marketing function will be considered.

This function has been selected as this was Grahame’s original functional

strength, his initial area of expertise within VFAus and his entrance point in

VFNZ. It is therefore assumed his influence and approach should theoretically

have had the most direct impact within this function. If there is still remnants

of this change installed it is safe to assume it may be found here,

alternatively, this group may also provide useful insight as to the perception

of this leadership and understandings of change management philosophies

implemented.

5.2.3 Key Agents from both groups in historical context

As this research intends to consider a critical incident/s which is

expected to have occurred historically, once key agents within this process

are identified, it is expected that a number of them may have since moved on

from VF. The team whom shuffled the management leadership in the period

since Grahame left may also provide key insights, even if they were not

directly involved at the time in concern. Identifying any people whom have

remained in the organisation and were present during the initial change

period in which reference is drawn, may also provide insight which could

have otherwise been overlooked regardless of role or function.



5.3 Data Collection

Obtaining clearance to access information within VF, especially for the

secondary sources of information required is expected, with reference to previous

experience, to be as simple as making a few calls. However to obtain full disclosure

from all levels and be able to ethically utilise and report on information collected,

approval would initially be sought from a regional or global level. It is also important

as to maintain creditability that support from top level is gained and VF Group’s

approval is clear from the outset. The initial case study would be undertaken in VFNZ,

this is for two reasons, one access is clearly easier if I am located here, but also the

change being more historic in NZ, will allow me to fully see the process as a whole.

When initially approaching VF, the current HR manager (Michael Stanley, VFNZ, &

Wendy Lenton, VFAus) will be a valuable resource for identifying and obtaining

information from the samples identified, especially when approaching interviews.

Internally produced documentation on the processes and practises undertaken within

the structural and executive level management within VF would also be stored within

this department, along with any other potentially useful text. Such documentation is

just one source of internal text which will be considered in a longitudinal analysis,

particular focus will be placed on the communication between different parties within

VFNZ & VFAus.

Some resources will be accessible relatively easily however the potential value

from considering discourses within communication which is not developed for

distribution as widely shouldn’t be overlooked. It will therefore be a process of

approaching and explaining this area to key members, especially within the executive

team, to ensure access to some personal communications can be obtained. Utilising

affiliations with particular individuals may assist in this process. Asking certain agents

involved in this process for any documentation or suggestions for resources they feel

appropriate, will also provide some useful considerations and potentially highlight key

understandings which may well be overlooked with an outside perspective. Any press

releases or reporting information which has been released by VF will be collected

along with any relevant media which is from a similar time period.


Tharenou, P., Donohue, R., & Cooper, B. (2007). Management research methods. Cambridge University Press. p257

Figure 1.0 | The Process of the Editing Approach to Content Analysis


Focus groups would initially be undertaken within the different groups indicated

independently in both VFNZ & VFAus, with particular individuals identified as

appropriate samples for interviewing. At which point interviews would be planned

throughout the three groups to delve further into the particular themes identified as

important from these focus groups. Clearance and planning would be negotiated and

orchestrated with close contact to appropriate members of HR team and it would be

important to reiterate with any party whom I speak to, that anything said by them

may be withdrawn if they feel the need but I would not provide option of providing

written works for approval as it may limit the openness of respondents. Interviews and

focus groups undertaken with parties whom are now external to VF would be

conducted off site to ensure respondents feel they can be as open and honest as

possible.

6.0 Data Analysis

By taking insights provided by the editing approach to content analysis will assist in

understanding how the process of selecting various parts of relevant understanding from a

variety of fields can be used in conjunction to consider findings developed. The process

traditionally undertaken in this approach to analysis has been demonstrated in Figure 1.0,

highlighting the application of various sources of text to interpretively determine

connections (Tharenou et al., 2007).The understanding of the content analysis is helpful for

us to consider the development of such a framework for compiling the various fields of

literature in a way that is easy to comprehend. When considering the analysis of the data

collected, a discourse analysis would allow me to take a constructivist approach



understanding the reality for the followers through their renditions of it (Bryman & Bell,

2007). Using this form of analysis would allow me to identify the key discourse or themes

through these periods of organisational change and identify the discourses highlighted by

Grahame’s followers and how they have contributed to constructing his influence through

his leadership. Considering the perspective of ‘followers as constructors of leadership’ we

can use the research to identify how followers ‘construct and represent leaders in their

thought systems’ (Jackson & Parry, 2008, p46).

7.0 Potential issues with Research

There are three major potential issues within this research proposed which need to

adequately be considered, my personal relationship with the subject provides not only some

benefits but also some difficulties in the conceptualisation of the research. The concern of

access is presented again, however the issue relates to the concern of historical analysis and

the approach taken with the current employees within VF, especially the management

team, has also been addressed as a potential issue if not addressed adequately.

7.1 Relationship to Subject

There is the possibility that the validity of information retrieved was be

questioned by the perception of this relationship from research subjects. I think

however with the nature of the research not being negative towards Grahame directly

but maybe questionable of VF’s procedures, with the support of VF an inquisitive

investigation and the potential future benefits to strategy formation within VF can be

a solid selling point for gaining an objective and honest perspective from participants. I

have also considered the possible determent to the value of the research which may

be perceived from the audience when understanding the research is completed by

someone with the same surname as the research subject, yet as mentioned above, the

purpose being clearly separate from an assessment of Grahame’s ability as a leader

should minimise this.

Both the benefits and issues which evolve from my relationship with the

subject have been explored in detail (please see Appendix Four for highlights this



consideration) and one way which I propose to overcome the complications of the

connection is to involve an external perspective in the research. By involving Emma

Jeffery (Master Research student in Psychology & Organisational Behaviour, Massey

University) within the research, she could provide an impartial perspective or third

party if you like, but also the insights brought from the psychology field could further

provide potential insights which may have been otherwise overlooked. The insights

identified individually will still maintain value yet the potential benefit is found in the

common themes identified in the discourse between us across disciplines and

perspectives.

7.2 Access: analysing a Historical Event

As I want to consider the events of a critical incident/s which may well have

involved people whom where within VFNZ at the time of such events, but may no

longer be. With particular reference to the executive team, Grahame reports that

“none of the management group whom where part of this change are still within VFNZ

now, some are still within VF but none in the same positions” (personal

communication with Grahame Maher, October 6, 2008). Many of the management

team still maintain contact with Grahame (many have moved internationally to

continue to be involved in work with him), and personally I have contact with a few of

these key agents remaining in the NZ setting. The potential issue of access is more

prevalent when considering the line managers from the marketing function, many of

these may have also moved on, but may prove more difficult to find than those whom

held higher positions. I intend to utilise the connections and networks within VFNZ

and utilise other contacts within the industry. Alternatively, I have also considered the

use of social networking sites, especially things like Facebook, to track down any key

agents whom I am unable to contact. Realistically I do not foresee there to be an issue

of a lack of people with whom I can access, I believe there many in fact expect a

number of people to want to tell me their opinions on this, however, the main issue

will be ensuring the most appropriate key agents are selected from a variety of

perspectives to ensure the data collected is impartial and reliable.



7.3 Getting current VFNZ & VFAus leaders onboard

When attempting to talk to the current managers and leaders of VF, the way

this research should be pitched will vary slightly to the way it would be explained to VF

Group or parties outside of the current VFNZ or VFAus structure. If I was to approach

the current leaders with this exact research question they may perceive it to mean

they have failed within their role as managers. This would be catastrophic to the

process of retrieving information from them, and could undermine the whole

research. In terms of VFNZ especially, where research would initially take place,

Grahame has emphasised, ‘in terms of the numbers, VFNZ is still a very strong

subsidiary of the VF Group, market share and customer numbers continue to grow, it

has by no means failed’ (personal communication with Grahame Maher, October 6,

2008). Yet he is also quick to agree that despite this, the culture, brand and perception

of the VF brand in NZ is not the same. So how this research is pitched and approached

with the current VFNZ management has strong influence on the type and quality of

data collected. Before approaching VFNZ managers directly, I would want to consult

with The Zone, the consulting group with whom Grahame undertook this change,

Arthur Neealy, the first CEO stand in after Grahame’s departure (whom is also a close

family friend), Jan Mottrem, HRM with VFNZ at the time of Grahame’s departure, Neil

Porteuos, HRM with VFNZ until approximately a year ago (with whom has assisted me

in part inquiry and research in VFNZ) and any other suggested parties whom are now

external to the current management at VFNZ but still have an understanding and

knowledge of the operations and the processes historically which maybe of

importance. A similar undertaking would be recommended in terms of the situation

within VFAus, and key agents and potential sources of information which are now

external to VFAus would be approached before approaching the management team

currently in place. These agents could provide some beneficial insights both in terms

of the research and assistance in approaching and understanding the current

management team and situation with the best insight possible.



8.0 Potential Research Limitations

There is no consideration within this research for what makes a successful leader and

what constitutes leader success; this is ignored in the consideration of the perspective taken

in terms of the domestic market (taking an epistemological approach). Therefore this study

does not nor does it seek to profess Grahame as an epitome of ‘good leadership’ or the

‘right approach’ yet assumes that the influence made by him was one that was proven by a

variety of measures to be successful. Likewise there is no consideration of the type of

leadership styles or preference for a particular style between the comparisons of the

changing leader. Grahame has a strong personal emphasis on the importance of a purposive

approach to leadership: that is leading people towards a specific purpose. VFNZ & VFAus

were managed by Grahame as a self professed Values Based organisation; he accredits

some of the success of this growth and development of VF in these markets to the

implementation of this leadership philosophy. It is a limitation of this research that the

influence and effect of Grahame as a leader is not separated and specifically compared to

the management philosophy implemented directly.

8.1 Possible Extensions to Research

By considering the limitation of lack of differentiation between the leader and

the leadership philosophy opens a whole new perspective on the research topic and

allows two clear possible extensions to this research which could potentially add

more value to this study in the future. The two approaches consider the leadership

philosophy and the individual leader on a different level.

8.1.1 Effect and Influence of Individual Leader

If we wanted to consider the unique impact of the individual leader, in

this case, Grahame Maher, there could be a potential number of markets

within which Grahame has undergone the same kind of change management

role within slightly different contexts within VF globally. Whilst this research

proposes to compare Grahame’s influence in both NZ and Australia, there are

other branches of VF which Grahame has since been posted. The change

operation in Sweden was cut short when Grahame made the tough decision



that it was better for VF to cut their ties with this subsidiary which had been

acquired. From there, Grahame was posted in Czech Republic when the brand

took over existing provider Oscar. This has to date been one of his favourite

assignments and the success of it is gaining Grahame greater prestige within

VF, this could provide some interesting insights. Recently, Grahame has been

appointed the CEO of the new VF Middle East; this environment again

provides a further contrast from the contexts experienced within VFNZ &

VFAus and has potentially great insights into further understanding.

8.1.2 Effect and Influence of Leadership Philosophy

A potentially largely beneficial extension of this research could be the

consideration of the influence and effect of the purposive leadership

philosophy of which Grahame is an avid advocate. Within the VF brand

globally there are a number of other branches, external to Grahame’s’

personal involvement, which he identified as adopting the same or similar

approach, for example, VF Netherlands or VF Africa. By considering a similar

analysis within these contexts using a similar philosophy but a different

leader there is the potential to provide valuable evidence of the effect of

these types of leadership approaches which may not have been previously

explored and could potentially emphasise or back up the findings from

previous case analysis.

9.0 Implication of the findings

The implications of the findings from such research could be of potential benefit to a

number of agents in a number of ways. This is of course difficult to anticipate in any real

sense as by adopting an inductive approach, I’m not sure what exactly may come from this

research. However the various potential beneficiaries for this have been explored separately

with the area of potential benefit or foreseen advantage briefly explained.



9.1 The Body of Knowledge & Literature

By utilising parts from each of the areas of research identified in the

consideration of the perspective of individuals whom make up the domestic firm

from a long term orientation, could potentially provide benefit for each of these

areas and may produce insights with may be applicable in the future

conceptualisations made within each of these disciplines. Drawing relevant

information from different areas, a framework can be developed which utilises the

macro conceptualisations from existing literature within various disciplines

comparatively with detailed observations from a practical environment to consider

the micro context. The consideration of such detailed observations from each of the

case studies and comparatively between them have potential to enable to

identification of identify concepts previously unconsidered within the existing

literature.

9.2 Multinational Corporations Globally

“Like a lot of large Multinationals, we (Vodafone) aren’t all that good at it (International

Talent Transfer) but we don’t really have many great examples to follow”

(Grahame Maher, in personal communication, 27th September, 2008)

While there are many MNCs globally that utilise talent in a global

environment, using expatriation and international talent transfer to attempt to make

use of the best people they have in the most necessary environments where ever that

maybe globally. The role Grahame holds within VF, as an international change

manager, is self professed as unique in the VF structure and he claims to be most

“international” of VFs management team (personal communication with Grahame

Maher, 2 October, 2008). Yet this provides a unique understanding in this area of

research, while Grahame may be transferred on a more regular basis that other

people within VF, this process is still often utilised, just generally not on the same

individuals in similar secession. So considering Grahame’s transfers may provide

unique perspective, especially if considering or comparing the influence of him as a

leader, distinctive from the leadership philosophy he has implemented, as we can



consider multiple contexts, in longitudinal comparison. This may provide some

interesting insights with implications for a variety of MNCs globally, in the strategic

human resource planning of such firms in particular.

9.3 Vodafone Group Internationally

Vodafone has implemented the process of expatriation, succession planning

and change management within their global operations as they transfer talent within

their organisation, the validity of this process is somewhat assumed within their

strategic planning as it is for many other organisations. My initial thinking in this

research was, what if the process of transferring effective managers globally across

the organisation has a detrimental effect on the long term strategy of such MNCs. I

think is possibly one which VF Group has not considered with great depth as it seems

to be considering that once change is maintained, the process is forward thinking one.

Whilst this may be necessary in some situations (for example if a change initiative

which once works is now irrelevant due to a change in market, industry, context),

what if by taking a forward approach and lacking consideration long term of the effect

of this on the domestic environment, something has been overlooked that could be

detrimental to such change and can be easily foreseen in future attempts. As

discussed previously, Grahame’s rather unique role within VF provides a unique

source of knowledge and experience of such transfers in a variety of contexts,

providing a rich source of data for this area to be studied and explored.

9.4 Grahame Maher & The Zone Consulting

An unexpected but potential beneficiary of the value of this research,

especially when considering the possible extensions, could be Grahame and The Zone

consulting team with whom Grahame seeks support & guidance in such projects.

Grahame states in his personal profile with VF, that it is his personal goal to ‘change

the way businesses are lead and run globally’ (Maher, 2006), the majority of strategic

management literature within the mainstream dismisses the potential benefit of the

Values Based approach, even referring to it as a ‘fad’ (Rumelt et al., 1994, p36).

Therefore, the opportunity to explore the value of this approach with empirical



research is potentially largely beneficial for the individual plight of such parties

attempting to advocate and encourage its application.

10.0 Conclusions

While MNCs appear to not very effectively undertake processes such as International

Talent transfer they continue to attempt to do so, while also failing to recognise the

dynamic influence of the leader-follower relationship and the effect followers have to

interpret and influence the leadership being portrayed to them. A unique opportunity is

presented to consider followership perspective, the change process and the maintenance of

such change by completing comparative case studies of VFNZ and VFAus. By conducting this

process using an inductive approach, observations can be used to form basis for new theory.

By considering the changing nature and perceptions of VF employees, both current and

prior, throughout this process, particularly after the removal of the change leader, we can

potentially develop an understanding of why these perceptions may have changed.

Using multi-method, multi-source data collection, a clear understanding of how the

perspectives of the followers of such leadership perceive it and also the removal of it from

the scenario. Focus groups would initially be implemented to help initiate thought from

individuals and understand how the group as a collect perceive and make sense of the

scenarios and events. Using a critical incident technique, further individuals will be identified

from this process as key agents in this process, whom will complete semi-structured

interviews to further understand these perceptions and meaning attributed through this

process on an individual level. Longitudinal data collection will also assist in developing a

clear perspective of the kinds of discourses that reoccur within VF. Discourse analysis will be

used to understand the common themes and ideologies between individuals in each

context, but also across each of the contexts in comparative analysis.

The potential limitations of this research have also been explored with most

consideration attention drawn to the lack of differentiation between leader and the

leadership style they implement. For the purposes of considering the removal of the leader

from the perspective of domestic market, this lack of differentiation is a minimal limitation.



More importantly however, this opens opportunities for potential future research either

considering the specific leader in influence comparatively across further markets (ie: VF

Sweden, VF Czech, VF Middle East) or by considering multiple contexts where different

leaders within VF are adopting the same purposive approach to leadership. This dynamic,

multidimensional analysis of this research will provide valuable rich insights and in doing so

of course presents potential value to the existing body of knowledge. As this case study

design will be base on VFNZ, Vodafone Group (internationally) has the potential to benefit

from the patterns and discourses identified, further to this, a lot of MNCs whom utilise

succession planning and expatriation are expected to gain insight. However the most

considerable potential benefit is presented to the people whom are left to manage the

domestic environment, whose process is currently somewhat overlooked by the top level

strategists throughout this process.



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http://www.geekzone.co.nz/paradoxsm/3455


Appendices

Page Number

Appendix One | Vodafone Personnel Profile: Grahame Maher 33-34

Appendix Two | Grahame Maher’s personal history with Vodafone 35-36

Appendix Three | Timeline of VFNZ & Grahame’s history 37

Appendix Four | Consideration of Relationship to Subject 38



Appendix One

Vodafone Personnel Profile: Grahame Maher



Appendix One (continued)

Vodafone Personnel Profile: Grahame Maher



Appendix Two

Grahame Maher’s Personal Outline of his Vodafone History

CEO Czech Republic 2006 to present

This role was to integrate a successful but different company into Vodafone with out

loosing the cultural and brand difference

153% of budget in 06/07 (2nd year of ownership) and 200% of the buy case. Achieved 10% YOY growth in a 125% penetrated market as no 3 player Reduced costs in a growing business and this year will reduce OPEX, YOY Localized the leadership from 120 expats to less than 10 Improved the Pulse Engagement scores from 75% to 79% (best in class VF) Improved CDI from 77.5 to 82.7, 5 points clear of nearest competitor Improved Brand Preference to 89 , 9 points clear of the nearest competitor Launched new innovative services Inc “Onenet” (V2) Enterprise business solution for

beyond mobile and “Mobile advertising platform and business model” both leading solutions within the Vodafone group.

Won many awards for best marketing and advertising campaigns in Czech.

CEO Sweden 2005

This role was a turnaround of a significantly underperforming asset!

Successfully developed a new Business Strategy for the organisation, Achieved 140% of forecast Led the management team through a sale process and significantly improved sale

price Increased the Pulse scores from the worst in Vodafone to top 10% during the sale

process Enabled us to sell a loss making business at an 11.5 x EBITDA.

CEO Vodafone Australia 2001 to 2005

This role was also a turnaround of an underperforming asset!

From $132M loss to $153M profit (EBIT) Achieved FREE CASH position for the first time in the businesses history



Appendix Two (continued)

Grahame Maher’s Personal Outline of his Vodafone History

Reduced OPEX by 40% & CAPEX by 70% Reduced staff from 3,400 to 1,250 From the worst results in the Pulse survey to some of the best. Developed unique strategy and grew by “changing the business model” Negotiated network sharing of 3G with Optus SingTel, reducing cost by 40% Voted ‘Mobile Operator of the Year’ two years running (2003 & 4) Voted ‘CEO of the Year’ (Australian Telecommunications Industry) in 2004

CMO / CEO New Zealand 1998 to 2001

This role was to integrate and grow an acquired business (Bell South)

Changed name and Brand awareness went from 2% to 98% in 6 months Grew business from 17% market share to 52% Went from significant losses to EBITDA levels of over 40% Major “culture change” program using Values Based approach Brand preference to highest levels in Vodafone group Strategic approach of differentiation via Brand and Distribution Won marketing campaign of the year for the name change campaign

CEO Vodacall Aust 1996 to 1998

This role was a turnaround and clean up of our largest owned MVNO (SP)

Turnaround from $90M p.a. loss to a profit in 2 years, whilst maintaining the customer-base. (Represented 50% of Vodafone base at the time)

Complete process re-engineering exercise to develop business processes Success with the same team of people, previously been seen as unsuitable



Appendix Three

Timeline of Vodafone New Zealand & Grahame Maher’s History



Appendix Four

Consideration of Relationship to Subject

An understanding of the realistic considerations required for undertaking this research with a close personal relationship existing with the subject has been undertaken, some of the main considerations of this have been alluded to in the proposal documentation however, a complete consideration has been made of both the pros and cons of this relationship and how the connection will be handled and managed throughout the research, highlighted below;

PROs CONs

Access; Established connections and ease of access

The fact that my Dad will assist me in accessing the information and people required is also supported by the fact that people maybe more willing to talk with me and assist me in this process.

Access; Negative impacts of existing my affiliations There is the possibility that as I am connected to Dad,

people may not want to tell me anything. An external researcher could assist but this initial hesitation in itself caused highlights itself. Alternatively, they may make their understanding of the event greater than they actually remembered in order to not offend. All reports should be verified with multiple perspectives.

My existing knowledge & relative perspective

Knowing my Dad personally gives me a good understanding and basis for forming a clear perspective of how he views the world, which provides strong foundations for allowing me to question or compare this with how those receiving this perspective, the followers, view it.

My existing knowledge & relative perspectiveThe existing knowledge and mindsets that I have about

my dad as a leader, the process itself & VF may have a negative influence on the quality of my study. I must be aware of the perspective I take and limitations that this brings to the research and being clear about these in terms of limitations and providing a contextual reference for the reader, will enable others to consider my existing mindset and how this may influence the research. I must however attempt to maintain impartial throughout the process.

Validity & Reliability of ResultsThe fact that I have the

personal affiliation with Dad means I can check anything that anyone has told me with relative easy and my dad maybe more inadvertently willing to tell me more than he may if it was another researcher. Also other key affiliations with individuals both past and present may make verifying process by gaining multiple varied perspectives less complicated than otherwise.

Validity & Reliability of ResultsMy ability to maintain an objective perspective maybe

questioned due to this affiliation, this is critical to achieving reliable & valid results. One effective way I have anticipated that this would be overcome would require insight and input from an external party. As I feel a strong emphasis of understandings from the discipline of psychology would be greatly beneficial to consider in this research, I have proposed utilising the insights of a researching whom has an understanding of both business and particularly psychology to assist with the discourse analysis through this research would greatly verify the understandings developed by myself. The insights developed together and themes in the discourse identified by each of us individual across disciplines would further identify beneficial insights.


Documents

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