Digital Transformation at KPN: Navigating Organizational Disruption
Name
MIT_CISRwp431_PathwaysKPN_VanderMeulenWeillWoerner.pdf
Size
745.47 KB
Format
Adobe PDF
Checksum (MD5)
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Author(s)
van der Meulen, Nick
Weill, Peter
Woerner, Stephanie L.
Date Issued
August 16, 2018
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Van der Meulen, Nick, Peter Weill, and Stephanie L. Woerner. “Digital Transformation at KPN: Navigating Organizational Disruption.” Working paper 431, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 2018. https://dspace.mit.edu/handle/1721.1/175405.
Series/Report no.
MIT Sloan School of Management Working Paper 6760-18
CISR Working Paper 431
Abstract
KPN, a leading provider of ICT services in The Netherlands, was under significant financial strain in 2013. To prevail in a highly competitive and saturated market, it needed to make two seemingly conflicting moves almost simultaneously: radically improve its operational efficiency (to reduce costs) and strengthen its customer experience. This case vignette describes how KPN transformed itself and navigated four types of organizational disruption that came with its transformation journey.
Subjects
Business Models
Future Ready/Pathways
Business Agility
IT-based Business Transformation
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