Changing Company Culture

In this blog, I will select a company and discuss its position on changing the company culture. For this exercise I will select Sprint as my company. My analysis will be given as responses to the following questions:

Question 1: How open does the company appear to be to the recommendations of a web analyst?

Based off of the information I obtained from their website, http://www.sprint.com/companyinfo/, I would say that the company would be open to the recommendations of a web analyst. The company’s mission statement on their Career page, “Are you ready? Come Shape the Now.,” indicates a desire for immediate change. Sprint also has an entire marketing organization that is dedicated managing the company’s creative campaigns for both consumer and business segments. This includes advertising, marketing, and brand communications.

Question 2: Are they a data-driven organization (from what you can tell)? Why?

I would say that Sprint is a data-driven organization. The company is always trying to form new business alliances in order to gain a larger market share. Potential partnerships with companies like Dish Network and Clearwire Corp., illustrate Sprint’s desire to improve their business numbers. Additionally, Sprint has a Consumer Marketing team established that focuses on the understanding of customer insights, improving products decisions, and the competitive landscape. The overall goal of this team is to improve loyalty, reduce costs, and maximize growth.

Question 3: What are 3 things that you might do to change their company culture to be data-driven (or more so)?

Even though it appears Sprint is a data-driven company, there is always room for improvement. Here are three things that they can do to stay on the right track:

1. They need to “Frame the Issues” – it is important to identify which issues need to be studied and which ones require more resources.
2. Data collection – once the issues are “frame” collecting the data becomes crucial. Being able to collect the right data can save the company time and money. 
3. Data analysis/interpretation – Even if Sprint did not have an organization dedicated to this sort of thing, basic statistical skills can be used to analyze data. Being able to determine the average, median, distributions, and standard deviation, can provide insightful information. To interpret the data, Sprint can use rival companies as benchmarks. Additionally, Sprint can compare their data longitudinally to see how the company performed over time.