In the spring of 2011, Yota Sales & Distribution Director Viktor Sizov and his HR Business Partner Evgeniya Fastova are ensconced in their Moscow office contemplating the future of the company. They faced a daunting challenge: how to deliver solid business results in the ultra-competitive, high-growth business of Russian mobile telecom while adhering to company philosophy and implementing “making difference culture”–Yota’s term for transformational organizational culture change.
Yota faces three looming questions:
• What self-management systems, employee behaviors, or combination thereof will
allow Yota to rapidly scale up in size in a highly distributed environment without
• How can Yota inspire employees to make these efforts and ideas– to think outside
their individual areas of responsibility and develop not only their own tools but the
main tool of the company–its organizational structure?
• Can Yota configure itself so that its employees, by themselves, continuously change
and develop the organizational structure in response to external and internal forces
while adhering to its core strategy?
Co-authors: Evgeniya Fastova, Viktor Sizov, and Doug Kirkpatrick
The case study can be found at the following link:
PUBLISHED BY THE MORNING STAR SELF-MANAGEMENT INSTITUTE, JUNE 2, 2013