Verizon Leadership Development Model

Verizon has gone through many changes in the last few years. The communication industry is extremely competitive and this company would not have had a chance of forming at all, except for the government ordered breakup of AT&T in 1984. Their targeted areas of communication are cellular, paging and PCS services for corporate and individual customers. They have been trying to expand their business for corporate local goods and services.

In order to identify Verizon's core competencies, a SWOT and Five Forces analysis was performed. The SWOT analysis showed internal strengths in technology diversification, a large and talented employee resource pool, and an expansive network footprint. Internal weaknesses were revealed that centered on post merger issues such as corporate culture issues, impending workforce retirements, and a lack of systems or process consolidation. External opportunities include the potential to further capitalize on incumbent status, diverse markets, long distance, and brand identity. Finally, external threats include government regulation, substitution, and a weak economy.

For any individual, learning and growth are personal important which also makes important for the company because, if you learn, indirectly company benefits, therefore learning and growing should always in the balance scorecard. Verizon employees need to take 6 hours of training mandatory. We

When Verizon Wireless was formed in 2000, our CEO, Dennis Strigl, meticulously created a mission statement that not only described the reason for our company’s existence, but also clearly defined our organizational values, desired culture, and governs how we should interact with customers, competitors, suppliers, our community, and our team members (Verizon (USA), n.d.). As a result, our mission statement/credo is deeply interwoven in the Systems and Structure of our organization. Potential new hires are required to read our mission statement/credo and are asked several questions related to our credo to assess their alignment with our core values and culture. Furthermore, we regularly assess the alignment of all employees with our credo as

A lot is hinged on good training and development of the staff that are used to develop, make, maintain and represent a product or service that will be sold to a consumer. This industry leader claims the # 1 ranking in Fortune magazine as the “World’s Most Admired Company” within the communication’s industry (Verizon, 2013). Verizon probably has what is considered to be a competitive advantage which speaks to the training methods used to help a business grow and improve by providing employees with the knowledge and skills they need in order to achieve success (Noe, 2010).

The mergers that formed Verizon were among the largest in U.S. business history, culminating in a definitive merger agreement, dated July 27, 1998, between Bell Atlantic, based in New York City, and GTE, which was in the process of moving its headquarters from Stamford, Conn., to Irving, Texas.

I think Verizon’s current organizational culture is a mixture of clan and market sections of the competing values framework. They said their top three things to do in 2011 were to 1.) build a business and workforce as good as its networks, 2.) to lead in shareholder value creation, and 3.) to be recognized as an iconic technology company. By setting and achieving all their goals on having the best smart phones, will bring them to the top

As the telecommunications industry in the United States consolidated and regional ‘Baby Bells’ began to amalgamate, Bell Atlantic, GTE, and Vodafone AirTouch merged in 2000 to form the nation’s largest wireless company, Verizon Wireless (Verizon, 2013). After establishing its headquarters in Basking Ridge, New Jersey, Verizon Wireless launched its foundational strategy of differentiating itself from the competition by building and maintaining a superior network and delivering an exceptional customer experience through its products and services (Strigl & Swiatek, 2011). As a result, Verizon established itself as the recognized industry leader in wireless and has maintained its network advantage by being the first wireless company in the United

Verizon Wireless is the result of “one of the largest mergers in U.S. business history” between Bell Atlantic Corp. and GTE Corp. on June 30, 2000” (History and Timeline. Verizon 2017). Even though “Verizon was ranked #1 in three out of four regions for residential internet service, #1 in six out of six regions surveyed for wireless, and #1 overall among U.S. large-business customers” in 2016, there was unrest in the organization (Building a Connected World 2016).

Verizon is a major telecommunication provider in the United States. The company is the market leader, with $110 billion revenue and $2.4 billion in profit (MSN Moneycentral, 2012). Verizon has steady revenue streams that are largely based on a subscription model. It has several business segments, including wireless (63.3% of revenues) and wireline (36.7%) (2011 Verizon Annual Report). Most of this report will therefore focus on the wireless business, not only because this is the largest business that the company operates but because it is a rapidly growing and evolving business as well, a function of the rapid pace of smartphone adoption in America.

The company I selected to research is Verizon Communications Inc., an American telecommunications company. I chose Verizon because I am a current subscriber to all their major residential services from phone to internet and FIOS. Verizon is a global leader in delivering broadband and other wireless and wireline communications services to consumer, business, government, and wholesale customers. Verizon also provides converged communications, information and entertainment services over America’s most advanced fiber-optic network, and delivers integrated business solutions to customers in more than 150 countries. Verizon employs a diverse workforce of 178,300. They currently sit at number 16 on the Fortune 500 list.

One of the 11 ways to change an organizational culture mentioned in the text pertaining to Verizon is through the use of formal statements. Verizon states that it has “three business goals” (Kinicki & Williams, 2013) in mind for 2011 (p. 257).

Implementing Verizon’s strategy requires significant capital investment in all sectors of the business to remain ahead of the competition through technological advancements, better services, and partnerships with firms in other industries.

Verizon Communications is not able to achieve its objective of becoming the market leader in delivering innovative, integrated communications solutions to its customers (management).

The purpose of training and developing within any organizations is to improve the overall effectiveness of goods, product and services, competitiveness, and emphasizes growth in all aspects. It also increases productivity, develop employee turnover, increases financial gain, and lessens the managerial and supervisory positions. Training and developing is essential to obtain but many employers have different perspectives of what training and developing means for its organization. Verizon is one of the leaders in innovative wireless communication and in delivering broadband to businesses, mass market, wholesale, government, and it services over 80 million customers across the world. The