The organization’s success depends on having a strong corporate culture, which must include terms like performance-driven, collaborative, inclusive, and challenging. When their performance-driven culture is lost, some organizations become disoriented. Delivering on company goals requires setting clear expectations for divisions, giving them the freedom to carry them out, and holding them accountable. A collaborative culture is essential to building a successful workforce, so one cannot stop there. It’s crucial to end isolation, promote cross-functional collaboration, and foster a supportive culture among team members. Meet, Noor Al-Sulaiti, Former CEO of Ooredoo Oman, supports a collaborative and healthy corporate culture within the organization. She explains, “I personally do not have an office, I only have a collaboration room where we work together, and people are free to use it while I am not there.”
Destined Journey
Noor Al-Sulaiti holds bachelor’s degrees in computer science from the University of Qatar and a master’s degree in business administration in strategic management from the University of Plymouth in the United Kingdom. She briefly worked in IT after graduating before switching to product development. Ooredoo recruited her and offered her a technical-commercial position. She has worked in the telecoms sector for more than 19 years. A track record of achievement in change management, business expansion, and transformation served to support this. Her priority has always been on creating cohesive teams, establishing a common goal, and working with all stakeholders to improve goods and services for customers, boost shareholder returns, enable and empower individuals and teams, and integrate this work with overarching goals. Noor has held a variety of management positions, including those of Phono’s general manager and FastTelco’s head (in Kuwait). She had a big influence on the market when she was CEO of Starlink because she rebranded the business and improved its capacity to compete in e-commerce, retail, and ICT.
Inception of Ooredoo Oman
Omani Qatari Telecommunications Company SAOG (also known as “Ooredoo”) was established and incorporated in the Sultanate of Oman in December 2004. Under the name Nawras, it began operations in Oman in March 2005 as a rival mobile operator. It changed its name to “Ooredoo” as of March 2014. The second fixed license was granted to the company in 2009, and in April 2010, it opened an international gateway. In May 2010, it began offering corporate fixed and broadband services, and in June 2010, it offered residential fixed and broadband services.
Since its inception, Ooredoo has been working on an ambitious long-term technology strategy to build the foundation required to position the business at the forefront of technological advancement and aid in the nation’s digital transformation. Noor and her team provide a complete communications solution for individuals, businesses, and government, and have grown to become a leading all-round communications company in Oman with a focus on customer experience and providing the customers with a unique and rewarding end-to-end journey. The solutions provide the ability to tailor-make and customize to meet every need and budget, and they can be flexed to grow and develop in the case of corporate solutions.
From the beginning, the company has attracted the best talent and is dubbed the Google od Oman from a culture and work environment point of view. Employees at Ooredoo are encouraged to contribute to the strategy and develop ideas. The company provides a huge range of training courses and mentoring to employees in the hope of developing future telecom leaders.
Cut-edged Offerings
People in Ooredoo are ambitious and always challenging themselves to stay at the cutting edge of technology in the smartest ways to cater to the country’s ever-evolving online and telecom needs by focusing on the growth of AI, IoT, virtual reality, augmented reality, and fintech, all aimed at fulfilling the promise to upgrade the customers’ world. They pioneered disruptive technologies by expanding internet access and championing innovation and value in products and services.
They have a young, dynamic, challenging culture which has helped them through a very challenging period, with a third entrant to the market. With a population of 4.8 million and three mobile network operators, three mobile virtual network operators (MVNOs) and one fixed player, it is incredibly competitive. However, today, it’s the digital experience that sets them apart. But perhaps more uniquely, Ooredoo has had the spirit of a start-up since its inception.
Staying Ahead in the Game
Oman is a small market with three operators, and so there are challenges to overcome. One of the key differentiators is an end-to-end digital customer experience with 24/7 availability. The customer service team is award-winning, and the approach is to really listen to them, deal with pain points head-on, and tailor solutions to the customer’s needs.
Noor and her team have a network that covers over 99% of Oman’s population and the 5G is expanding at a rate of knots. They ensure that their facilities are up to date with technology and plans and services provide to the customers are also signed with needs and trends.
“In the last year, we’ve also had an increasing focus on device sales; something we have ramped up in recent months, and this has been hugely successful to date,” says Noor.
Capitalize on Challenges
Noor thrives on challenges, especially those that pertain to her line of work. She plans to put in a lot of effort, maintain her integrity, cultivate good relationships, and never stop learning in order to be able to overcome every obstacle in her path. She advises female leaders to avoid letting their status as “women” in any way prevent them from achieving their objectives.
Noor comes to the conclusion that perception is reality in business and that perception can change. The hardest part is when reality is obscured by sentiment and perception rather than logic. She believes that dealing with that aspect has always been one of the most difficult tasks for any leader. She strives hard for her business, but she also longs for her hobbies. She is passionate about sailing. She not only enjoys sailing but also loves, “teaching others how to sail in the beautiful seas of Oman,” says Noor. She believes that having a passion outside of work is important, as it not only recharges oneself but also gives a sense of self-fulfillment and confidence that then filters over to the professional life.
Important Asset of the Company: Its People
Noor believes that the core component of a successful business is its people, and it’s important to break down hierarchy so people feel free to voice their opinions regardless of their gender, grade, or nationality. The company always encourages teams to work harder to gain more. They arrange a pattern so that teams can get opportunities according to their strengths.
“Instead, we flip it around; the more senior you are, the more you bring up the rear of the organisation. The closer you are to the customer puts you at the front of operations, ideas, and being able to voice opinions. This helps leaders to avoid blind spots by bringing them closer to the ‘front line’,” closer to customers, and therefore, closer to reality, as explained by Noor.
Finally, Noor believes that the most difficult aspect of a corporate culture is what drives exceptional results. When employees feel empowered to come up with ideas and challenge the status quo, they speak up and have the power within their own hands to change the situation. A company that possesses traits of adaptation, agility, and awareness that its most valuable resource is its people can be inexorably successful in achieving its goals.
Control Over Operational Management Risk
It is essential to mitigate risk of the organization by bringing up the team that has to be agile, flexible and growth oriented. Throughout the pandemic, there have been many ups and downs, and Ooredoo has proven its mettle. It was able to adapt quickly to the sudden restrictions during the pandemic. The teams made the decision to work digitally to keep providing relief measures, innovative solutions, and digital services to end users throughout this challenging period.
A robust strategy is designed to assure that Ooredoo is future-focused and well-positioned to evolve its technology, experience, and partnerships, creating an unrivalled customer experience. In today’s era, people are to depend on digital operated services as increasing demand for quick action, increase in reliable networks, quality connectivity provider is become crucial. Noor claimed that Ooredoo matches this responsibility and run in the same phase with pride.
Noor ensured that her company will continue the digital-first strategy into 2023. The teams will always focus on to be agile and upgraded. And they will keep heading a culture of innovation within the organization and in many partnerships with world leading technology providers.
An Eye for Wisdom
Noor is a very positive person. She feels content when her team adopted and driven by the change torque, independently empowered and inspired to build and create. According to Noor, it is vital to establish communication within the team; team members should listen more instead of just conversing. Positive attitude, authenticity, and integrity are the main attributes of being a role model for others. She feels by setting an example of hard work and refraining from asking people to do things that won’t operate by oneself, are main keys of a successful leader.
Noor suggests to new leaders that they should never stop learning, embrace change, and accept new challenges. She urges people to trust the process, realize the value of goals, and don’t be afraid to take risks. “Most of all, ensure you have high standards for your work and delivery, and know that with grit and consistency, you will achieve your ambitions,” Noor adds.
Written by Steve Sanchez.