Employee Driven Values Change : A Study Of Nokia's Leadership

The article discussed by Kinicki and Williams (2013) acknowledges Verizon’s company and their desire to base their culture in part to the values of their shareholders (pp. 257-258), describes their goals for making the company’s society a stronger one within the organization. Through the importance of employee training guidelines, Verizon’s goal in business is to form a structure within the company that will make them [Verizon] known to be a top exemplary industry amongst their competitors in the technological world (Kinicki & Williams, 2013).

Nokia, which overtook Motorola in 1998 to take the crown of biggest phone manufacturer of world, lost its prestigious crown after struggling for last 3 years. The 4 costly mistakes that lead to Nokia losing the battle are described in this article. Nokia launched its Symbian 60 series in year 2002 which initially had a good market response but with the introduction of Apple iOS in 2007 and Android in 2008, the OS race was completely taken over by the two giants. The reasons for collapse of Symbian OS is lack of applications and UI (User Interface). After facing competition from iOS and Android, Nokia continuously tried to improve their Symbian OS but it was mostly following the UI of Android and iOS and was not creating something unique. Secondly, the company failed to look into the need of available applications in gaining market share. The company made the biggest mistake to take a leap of faith in Windows in 2011. At that point of time, the company already was in declining condition and trusting Windows which was new in the field to regain its status was the biggest mistake the company made. tiff competition from Samsung and Apple, and lack on focus on innovation was the second big reason of collapse. Even if users could ignore the OS, the the hardware features which Nokia was rolling out were quiet late as compared its major competitors Samsung and Apple.

To effectively regain entry into the markets and remain competitive, the memo emphasizes on the evolution of Nokia and ensure that innovations are delivered to the market in a timely manner. Collaboration among the staff is

Nokia will have to manage this change closely in order to make sure that they are working as efficiently as possible. For this, they would need to communicate well, as this will run through all the stages on the workforce. Elop achieved this primarily with the burning platform, but would need to pursue this through the reinvention. Training is very important when dealing with emerging products because they need to be of a high enough standard in order to gain a market share. Therefore, the workforce have to be well trained so that they understand the tasks that they are given. Nokia must also check on how individuals are coping with the change to prevent

Despite Nokia’s days of achievements and success, already having the advantage of being a worldwide well-known brand adds to their advantage and hence forth it is not too late to gain a competitive advantage.

When a new CEO, Ron Johnson, took over the management of JCPenney, “he saw a culture of complacency and tried to change it, using ideas from his previous jobs at Target and Apple” (Bhasin, 2013), but what ensued was a complete failure. The employees completely discarded the idea of the new corporate culture because “[i]nsufficient time had been spent defining what the new culture would be” (Bhasin, 2013), not to mention “flashy presentations… [and] hyper-secretiveness doesn’t translate well when you have over one hundred thousand employees who are concerned about their jobs amid layoffs” (Bhasin, 2013). Many things could have been handled better by the new CEO, but in this case it is important to identify that “Rather than just indict the old culture, the company needs to invest in defining an energizing vision of what it will be that employees can buy into at a local level” (Bhasin, 2013), leadership must allow the employees to take ownership of the culture change and willfully embrace the bright future in their company. In the end the success of a company depends on its employees, “how employees feel when they show up for work directly impacts the customer experience” (Bhasin,

Nokia’s intangible resources are those items we cannot see on a balance sheet; things you cannot see, touch or feel. These resources include the company’s human resources, innovation resources, and their reputation. A company’s human resources are made up of the employees who work in an organization, their skills, knowledge, and abilities. Nokia employs over 50,000 people between the three businesses which the company owns: Nokia Networks, HERE, and Nokia Technologies. In addition, the company is a major investor through three additional businesses. Nokia has a Group Leadership Team in place whose responsibility is to manage the operations of the entire company. The team is made up of five executives including the President & CEO, the Chief Financial Operating Officer, the President of HERE, the President of Nokia Technologies, and the Executive Vice

From Nokia’s vision and mission statement it can be inferred that Nokia wants to be known for its credibility and to be a market leader again as it was before the year 2007 (Kess, 2014). Nokia understands that the company has to use innovation to offer products that are not yet

Studies have indicated that most of the organisation’s priority is to meet or exceed their business objectives. The success of executing any strategy is dependent on how effective the leadership is communicating the strategy, as well as the performance of the employees who contribute towards its implementation. Therefore it is desirable for the leaders of organisations to make sure that the strategy they are driving is aligned with the culture that they want to instil in the organization. This being said the leaders need to be aware of the culture that is being practiced in the organization to ensure that it is aligned with the objectives to be implemented and what they would like to achieve. Employees are the ones who

Nokia is a global telecommunications equipment manufacture where its headquarters is located in Finland. Nokia operates a luxury mobile phone brand called Vertu that was created by Frank Nuovo. The luxury mobile phone uses unique materials such as diamonds, sapphires, titanium, and exotic leather for phone production (Kwong-Kay Wong, 2011, p. 1). Frank Nuovo’s development the mobile phone is directed towards the more wealthy individuals and groups, not the average daily phone user.

Nokia is a no doubt understood pioneer of equipment modern plan in the versatile business, and would contribute its ability on equipment outline, dialect bolster, business fragment, territorial compasses and administrator relationship in the standard Windows Phone items (Ling, 2011).

Nokia a company with competence specialization has been locked in by past choices and cannot adapt to a changing market.

Nokia has always been famous for its mobile phone devices however instead of research and development it has to focus on the profitability and competitiveness of its smartphone business at that stage. Meanwhile it still conducted acquisitions of “imaging assets” and owned patents crucial for next mobile transition. But Nokia must recognize the indirect costs of layoffs that it would lose experienced researchers and engineers and this may prevent it from catching up on innovations. Direct cutting may also bring negative public associations - lowering the brand image and investors may become unfavorable toward

The article was a study on values in a managerial environment. The article defined values and their effects on managers from various different viewpoints. These viewpoints include observation from those in the fields of anthropology, sociology, psychology, and philosophy. Various sources in the article agree that the values of a manager can have a significant effect on how a manager may behave in a work environment towards both the job itself and the employees the manager may oversee.

This report was to investigate how the Nokia Corporation has been innovative since it was originally founded as Nokia AB in 1865. This report also looks into what Nokia has done to be considered innovative, how that innovation has paid off and what challenges the company faces now, and in the future.