Wijesundera to empower talent within SLT Group
Group Chief Executive Officer, Sri Lanka Telecom PLC, Dileepa
Wijesundera during a recent interview reflected on his un-dogmatic
approach to his triple value propositions for the SLT in the next five
years; namely the People Proposition, the Value Proposition and the
Profit Proposition.
His receptiveness to new ideas and his ability to get the job done
apparently come from his professional maturity spanning over 35 years in
cross-cultural experiences in the international corporate arena.
Engineering, managing, negotiating, marketing, innovative thinking,
relationship-focus and deal-focus have become second nature to him,
thanks to his globetrotting in grey suits and boiler suits.

Dileepa Wijesundera |
Born and bred in Colombo and educated at Royal College, Colombo, he
qualified as an engineer with a BSc in Civil Engineering and obtained an
MSc in Management from the Loughborough University of Technology (UK).
He has held top positions in a number of prestigious corporate bodies
including; Head of Emirates Sky Cargo, Canada, Senior Vice-President
Qatar Airways, and Chairman, Sri Lanka Ports Authority.
On March 9, Dileepa assumed duties as Group CEO of Sri Lanka Telecom
PLC.
Excerpts:
Q. What is your strategic approach to deal with the challenges
in the journey forward?
A. As an organization we have first got our fundamentals
right. In my experience, the most important asset of an organization is
its people. The technological abilities and expertise in the industry
and within the organization are vital in creating a strategic approach
to meet the challenges.
SLT has been there for 150 years. Nobody can discount the expertise
it carries. My primary goal is to develop that strength further and
bring all that talent together and make SLT a very strong company in
terms of commercialization and technological advancement. During my
first six months here, I've brought teams together at top level and
strengthened cooperation within the Group.
Q. You have brought a wealth of experience to the SLT. How
will you put it into good use at SLT?
A. What I bring to the table is a diverse set of corporate
expertise and corporate management practices. And that is for building
highly competent and strong teams. Recognizing talent within an
organization and harnessing it to its full potential has contributed to
my success elsewhere. So, one of my main focuses would be recognizing
talent within the SLT Group, empower it and bring it to the surface.
Project planning needs to be streamlined and the use of superior quality
material in our products and services will be ensured, leaving no room
for use of any substandard equipment or accessories or peripherals.
Q. Have you found out what's going on in the market to plan
your next moves?
A. Yes, we are keeping our ears to the ground. If you look at
our business, you will see that our business direction has already been
set in a purposeful manner. That's the reason why SLT has been in
business very successfully, throughout its long and illustrious history.
The business aspects and technological advancements have been built by
experts and co-experts within the company. I have chief officers who are
very knowledgeable about the market.
My job is to encourage them to bring their findings to me and I
incorporate my own expertise into their perspective and fit it all into
the big picture, and then drive forward. I allow the core SLT personnel
the total freedom to do things the right way and deliver the targets set
by me. They know that I'm very liberal in my approach to their working
methodologies but that I'm very strict on optimum performance and
tangible results within given timelines.
Q. Have you identified the changing outlook of the
telecommunication business?
A. Yes, we are fully aware of it. For example, one of the
things we recently did was to change our direction in marketing. We have
a wide range of communication solutions, tech offerings and have made
substantial technological advancements, but we have been catering to a
traditional segment of the market. We have not recognized the full
potential of the existing market. My contribution is to guide the
collective expertise into a new era by recognizing the need out there in
its broadest sense, and provide solutions to them to increase the value
proposition to the consumer and profit propositions to the company.
Q. Have you taken the temperature of consumer needs?
A. Yes. This is something I've gained insights into through my
global exposure to the market; to determine what is already available in
the market, the emerging trends of the market and to match and upgrade
our offerings to the transforming demands of the market. What's most
important here is the creation of a new market space with innovative SLT
offerings and convincing the consumers that SLT offers them 'just the
thing like no other'.
Q. Data services are becoming a major source of income for the
players in the industry. How do you see it?
A. If you look at the global picture, the advancement of data
is exponential. It would be naïve of us to sit here and assume that
purely on voice market you could propel the business. There's an
increasing demand for storing and transferring of data for business
purposes. The need for transferring large volumes of data keeps
increasing. We are looking at data in a serious manner.
Q. Tell us something about SLT product innovation.
A. You need to look at applications. For example, an SLT
application for gourmet recipes.
If that's available, consumers will love to use it because it will
make their life more exciting and easier. So we need to think out of the
box to enable Sri Lankans to get the best communication solutions and
make them feel that they belong to the new world. If we are "there",
there can be no doubt that SLT is a brand you can't do without. That's
exactly the strategic direction we are looking at.
Q. Update us on SLT's submarine cable network, Mobitel 4G LTE
network and ultrafast broadband service through FTTH technology.
A. The new sub cable will be launched in 2017, opening new
international business for SLT. Meanwhile, FTTH or Fibre to the Home is
progressing well with increased sales in the past few months as a result
of the 'speed up' campaign. As for LTE, we see similar demand
particularly in Green business practices.
Q. Some SLT employees say engineers dominate every department
of SLT; Finance, Accounting, HR, and Administration. Due to this the
company has a bias against other professionals.
A. I strongly believe that an organization such as this must
have a wide range of experts. The reason that the company has been
dominated by engineers is traditional. That's the way the organization
has been set. All the processes and procedures have been set in that
fashion.
But we need to start recognizing other expertise in the fields of
information technology, human resources, and administration. We are
beginning to look at it. I'm a person who has been successful in running
organizations as I am not much into treating qualifications as the
superior thing.
Instead I look at the job-need and who fits it best. For example, if
there's a certain job to be done and you have to be open-minded who can
do it best. It could be an administrator, it could be an accountant or
it could be an engineer. Qualifications don't necessarily get the job
done. In the end, what it takes is your skills and commitment. So it's
about people.
Q. SLT is not having a field day in the market. Can you meet
competition?
A. We can deal with any competitor. Competition is healthy.
Competition makes us tick and think. In the absence of competition you
don't have a healthy business environment. Our competitors have certain
strengths and we have other strengths. The market is out there for all.
We have to fear competition. Competition energizes us more and it keeps
our business abreast of all the latest developments.
By a special correspondent
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