Case | HBS Case Collection | December 2011 (Revised April 2012)

Transforming Verizon: A Platform for Change

by Rosabeth Moss Kanter and Matthew Bird

Abstract

A new CEO steps into the shoes of his long-time predecessor who had created the U.S. telecommunications giant via a series of acquisitions and, before departing, had initiated the company's strategic repositioning. The new CEO reflected on Verizon's recent successes, some of which he led, and considered how to ensure the team would continue to rise to new challenges. He knew change was both energizing and difficult, and that every victory had to be followed by the next play. He paused in his New York City office to think about how his team had handled recent challenges and whether the culture was in place to continue Verizon's transformation from a traditional telecommunications provider to a global services and technology firm.

Keywords: Organizational Change and Adaptation; Organizational Culture; Globalized Firms and Management; Groups and Teams; Telecommunications Industry;

Citation:

Kanter, Rosabeth Moss, and Matthew Bird. "Transforming Verizon: A Platform for Change." Harvard Business School Case 312-082, December 2011. (Revised April 2012.)