The Orange revolution


The whole review might have been quicker, except Orange UK chief executive Tom Alexander was struck down by pneumonia during the process and out of action for three weeks.

It might also have taken much longer for Orange’s new management team to pick through the layers of a business that has grown convoluted since its purchase by France Telecom in 2001.

“It could have taken another six months or a year – because it is such an enormous and unbelievably complex business,” he says.

But then, at some point, one has to down tools and stand back from the canvas. The public image Alexander wants for Orange is of service champion supreme; for Orange to set new customer satisfaction benchmarks for the industry.

“I want the best customer service, full stop. Orange can achieve that. It is in its DNA. We just have to change.”

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