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In early 2000, MTN continued to grow rapidly in its domestic market as well as in several African operations. Guiding its expansion in Africa was a vision of three regional hubs: Southern Africa, where it was already established in South Africa and Swaziland; East Africa, where it operated in Uganda and Rwanda; and West Africa, where it was in a strong position to secure a license in Nigeria. Other countries in these hubs could share resources--technical, marketing and human. Yet entering new markets, whether through new licenses or acquisitions, was hardly the end of the story. Following entry, MTN had to perform a wide range of activities, which called for a well-trained staff. It also had to devise the appropriate organisational structure to provide effective oversight without creating top-heavy duplication. These issues were an important topic of discussion in June 2000. This case can be used in conjunction with ''MTN: Investing in Africa'' (IMD-3-0830).