The challenge

 

Wherever you use your mobile phone in the world, you are instantly connected. Behind this simple action lies a complex reality of international contracts, technology, governance, and regulatory frameworks.​ It was this complexity that led European mobile operators, twenty years ago, to join forces. Under the banner of the FreeMove Alliance, a single point of access was created for multinationals seeking to procure and manage global mobile connectivity. 

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The solution

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Phase 1 – Analysis: strategically sharp, operationally relevant

The first phase focused on research, analysis and the development of new insights, forming the foundation for future strategic choices:

• Market and customer analysis
  Assessment of key market developments, customer needs and technological trends within the telecom sector.

• SWOT analysis
  Identification of FreeMove’s strengths and vulnerabilities, as well as market opportunities and threats — viewed from both a customer and alliance-partner perspective.

• Right to Play
  An in-depth assessment of FreeMove’s core capabilities and market position: where does the alliance have both the right and the ability to further develop?

 

Phase 2 – Developing the OGSM: focus on growth, execution and organisation

The strategy programme was structured around the OGSM model, which enforces focus, alignment, clear choices and measurable execution. Together with the management team, a future vision and objectives were defined and the strategy was structured around three pillars:

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1. Growth & development

We identified where FreeMove can grow with its existing services in current and new markets, and which propositions need to be developed to meet future demand, In addition a growth path was defined for expansion into new regions and the onboarding of additional partners.

2. Operational excellence

The operating model, decision-making processes and governance structures were analysed, leading to concrete recommendations. We addressed simplification, and digitalisation of processes, resulting in a set of targeted improvement initiatives.

3. Organisation & people

The organisational strategy focused on the conditions required for sustainable execution, including knowledge and capabilities, internal communication, collaboration, continuous improvement, and attention to ownership and wellbeing.

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The outcome

The process resulted in more than 20 concrete strategic initiatives, each with a clear owner, timeline and measurable objectives. A governance model was designed that reflects the complexity of the alliance. This enables FreeMove to systematically manage progress and priorities and ensures ongoing involvement of the executive team, partners and customers.

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Would you like to learn more about how OGSM can help your organisation become — and remain — strategically effective? Read more on our OGSM page or get in touch with WhatMatterZ.​​​

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