Idea Cellular Limited (ICL), a part of the Aditya Birla conglomerate, faced transitional challenges in 2008 as it evolved into a pan Indian player using both inorganic and organic growth paths within the extremely competitive mobile market in India. The areas of concern were in the growth of rural business, management of Information Technology (IT), marketing, and human resources (HR). ICL focused on three strategic transformations: redesign of sales and distribution channels, conceptualization and implementation of new human resource management initiatives, and establishment of a new scalable IT infrastructure across the organization, in response to the changing business environment. Would the new initiative in these areas be successful?