Provide a training schedule to deal with the problems mentioned above in the Nokia situation. Include the training's objectives, subjects, techniques, exercises, duration, materials, and resources.
Nokia's new CEO, Stephen Elop, alluded to the company's problems in a direct note to his coworkers in 2011. Elop emphasized that the company was taken aback by the popularity of Apple's iPhone and Google's Android operating system. He claimed that the company is surrounded by inventive competitors who are stealing its market share while standing on a "burning platform," which BBC News confirmed.
The first iPhone was released in 2007, and Mr. Elop, the CEO of the Finnish company, stated in a memo to employees that "we still don't have a product that is close to their experience." initially published by the technology website Engadget Android entered the market a little more than two years ago, and they surpassed us in terms of smartphone volume this week. According to IDC, Nokia's overall market share has been steadily declining. Nokia's market share fell from 38% in 2009 to 28% at the end of 2010, and then to 12% in 2011. Samsung hopes to surpass Nokia in the overall mobile phone market in 2012. Nokia's sales fell by 25%. Nokia suffered a total loss of nearly $1.4 billion in 2011.
In the meantime, its competitors' market shares, particularly those of Apple and HTC, have either increased or remained constant. By the fourth quarter of 2011, Apple's smartphone sales outnumbered Nokia's by a factor of two. According to Ben Wood, an analyst at research firm CCS insight, Mr. Elop appears to have a "strong awareness of the significant structural challenges Nokia is facing" from the memo, and the effort required to get the company back on track "should not be underestimated," Wood told BBC News. "I think it demonstrates that he inherited an institution in far worse shape than he anticipated," Wood said. According to reports, Chinese manufacturers are putting pressure on Nokia in the lower, non-smartphone end of the market.
They cause us problems because they are quick, cheap, and fast.
The communities-blog.com website stated in a one-year analysis of the "Elop Effect" that "Elop's already destroyed a firm the size of Oracle, and profits the size of Google."
In July 2012, the headline on the website seekingalpha.com read, "Nokia is finished: Prepare for bankruptcy." "Today, the upcoming release of the iPhone 5 reigns supreme in the upper echelons of style, while Android phone indicators," the website added.
Severe losses, write-downs, cost reductions, and layoffs are now the norm at Nokia; in 2011, the company announced that it would fire 4,000 employees; in June 2012, Nokia indicated that it would cut 10,000 more jobs by 2013 (about 20% of its total workforce); Elop also let go three senior vice presidents—almost everyone who held senior positions prior to his hiring. His starting salary is €1.1 million.
It should come as no surprise that Nokia employees have been vocal about their grievances with the company.
command of it Many of them believe that dealing with internal organizational problems must come before dealing with external problems. Among their grievances are:
1. "Excessive bureaucracy"
2. "The top members lack a clear vision."
3. "The organization's flat structure implies that there are fewer opportunities for career advancement,"
Leave right now; this is not the place to grow.
4. As a result of the organization's recent restructuring, there is a great deal of misunderstanding.
5. "Too many people are working on the same projects, which are frequently postponed."
6. "extremely low employee morale"
7. "There are far too many office politics."
8. "Managerial quality is low; managers believe they know a lot when they don't."
9. "Various units do not coordinate or collaborate with one another."
10. "Salaries are below industry norms."
11. "Workplace conditions are hazardous."
Nokia reported its first profitable quarter in Q4 2012, with an operational profit of $585 million. It will be interesting to see if Nokia can maintain this level of performance. The company's operating losses in 2012 totaled $2.3 billion ($3.06 billion).
Provide a training schedule to deal with the problems mentioned above in the Nokia situation. Include the training's objectives, subjects, techniques, exercises, duration, materials, and resources.
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