T-Mobile, however, is part of a very dynamic technology market where both of these strategies are important in staying competitive as other companies constantly evolve their tactics. According to Miller, et al. “Organizational environments differ in their degree of instability or turbulence, thereby creating very different contexts for adaptation” (Miller et al., 1998). In short, this means that a company in stable economic times with few competitors or other outside pressures will adapt by making small modifications to its approach to strategic planning, but when faced with major outside forces it will certainly make quick assessments and implementation of change in order to compete.
Because dynamic business markets means constant change and high competition, T-Mobile is much more likely than companies in other industries to use strategic plans that involve quick reaction to change on the operational level. While this often works to the benefit of the company there are drawbacks. Organizations in stable environments are more likely to employ strategic objectives that maintain the status quo and may keep the business headed in a positive direction for longer periods of time with little fluctuation. In the United States, T-Mobile and many of the major players in the telecommunications industry have responded to government deregulation by becoming more dynamic, perhaps at the price of long-term stability in the market. In order to excel, T-Mobile uses the strategy of employing dynamic change to deliver new products and services in dynamic, constantly evolving ways.
At T-Mobile, the operational levels closely match the goals of the company’s dynamic plan, demonstrating its strength. The company employs the ‘better-faster-cheaper’ mantra, and quickly changes pace to meet evolving customer expectations with innovative new products and services, evidencing the quick response of the company to outside pressures. For instance, in advertising the new