The cultural transformation of Orange: a pragmatic response to the relentless momentum of change

During these times of rapid change, it is large companies like Orange who face the biggest challenges when it comes to adapting to newer ways of doing business.

In an increasingly competitive business environment, innovation is a vital part of any company’s vision. This is especially true of the telecommunications industry, one of the sectors undergoing the greatest pace of change.

The emergence of virtual telephone companies is just one example. Providers like Orange rent access to the telecommunications spectrum and share the market with smaller, more agile personnel structures which have it a lot easier than their giant counterparts.

But Orange is a great example of a company using innovation to tackle the evolving market challenges faced by big companies.

So within a framework of cultural transformation Orange considers an indispensable part of it future development, we at Opinno were brought on board to create a customized training event for a handpicked group of a hundred company workers. This event was designed to support workers as they tackle a constantly evolving business reality.

For us cultural transformation is more than just the old model of knowledge acquisition, knowledge which may soon become obsolete anyway due to the dynamics of digital progress.

For us, it’s about changing the way we think. It’s about transforming how professionals in a large company view their very idea of work to be able to adapt to the changing needs of the market.

Given this challenge, we at Opinno came up with a ‘design-thinking dynamic’ for workers in charge of leading change at Orange; these individuals will be the ones appointed with the promotion of new behavioural competencies in the company.

The ‘design-thinking dynamic’ was developed for an internal Orange event to promote greater initiatives and agility as well as communication of feedback.

Our technique consisted in giving nine dynamic working groups nine different ideas considered by us to be key concepts for the cultural transformation of the company.

How to work collaboratively, develop a proactive attitude to problem-solving in its workers and move away from the obsolete dynamics of hierarchical decision-making are all part of the cultural transformation taking place at Orange. It’s about making workers more autonomous and free to develop bespoke working criteria based on relationships with individual clients and products.

Orange knows that time waits for no man, ‘We’re committed to attracting new talent to the company, and to preparing our workers for the advent of new technologies and systems of working,’ the company maintains. At Orange the future is already here.