Nokia was once a dominant player in the mobile phone market but experienced a decline in the late 2000s. It had to sell its headquarters, Nokia House, to Microsoft as financial problems grew. The company shifted from paper production to technology under CEO Kari Kairamo in the 1970s-80s but culture and strategy issues emerged as it grew complex. Jorma Ollila led a successful focus on mobile communications in the 1990s-2000s before complacency set in. The company struggled under Windows Phone and sold its business to Microsoft in 2013. While Nokia connected many people, it lost focus on innovation and was disrupted by competitors like Apple.
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsSamuli Pahkala
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1. The document outlines Kotter and Rathgeber's 8-step process for successful organizational change which includes creating a sense of urgency, forming a guiding team, developing a vision and strategy, communicating the vision, empowering others to act, creating short-term wins, building on initial successes, and integrating changes into the organizational culture.
2. It provides examples for each step such as screening presentations to help others see the need for change and removing barriers so those who want to implement the vision can do so.
3. The overall message is that following this 8-step process can help organizations successfully implement changes and adapt to new conditions.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
The document outlines John Kotter's 8-step process for leading organizational change, which includes establishing a sense of urgency, forming a powerful coalition, creating a vision for change, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. The document provides contact information for a learning and development consultant who facilitates the Kotter change model.
This document summarizes the history and evolution of Nokia Corporation from 1865 to 2012. It discusses key details about Nokia's leadership, finances, and operations. It also examines Nokia's decline in the smartphone market due to factors like lack of innovation, inadequate assessment of shifting consumer demands towards touchscreen smartphones, and failure to adopt the Android operating system in a timely manner. The document analyzes Nokia's strengths as well as changes it needs to make to its strategy in order to compete effectively in the future.
This document discusses change management at Nokia Corporation. It provides background on Nokia's decline from the world's leading mobile phone maker in 2004 due to missing the smartphone revolution. Nokia's management rejected a prototype touchscreen smartphone in 2004, allowing Apple to introduce the pioneering iPhone in 2007. This decision led to an 80% loss in Nokia's market value. The document examines the need for change at Nokia and analyzes the company's change management processes as it worked to adapt to the rapidly changing mobile market.
This document discusses Nokia's current marketing strategy. It provides information on Nokia's mission, vision, board of directors, and an overview of its market share and competition. It also analyzes Nokia's strengths, weaknesses, opportunities, and threats. Some of Nokia's main weaknesses identified include aiming products at a saturated market and higher costs. The document discusses Nokia's product life cycle and recommends finding a new market segment to target. It provides details on Nokia's current pricing, segmentation, and market research strategies.
Nokia was once a dominant player in the mobile phone market but experienced a decline in the late 2000s. It had to sell its headquarters, Nokia House, to Microsoft as financial problems grew. The company shifted from paper production to technology under CEO Kari Kairamo in the 1970s-80s but culture and strategy issues emerged as it grew complex. Jorma Ollila led a successful focus on mobile communications in the 1990s-2000s before complacency set in. The company struggled under Windows Phone and sold its business to Microsoft in 2013. While Nokia connected many people, it lost focus on innovation and was disrupted by competitors like Apple.
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsSamuli Pahkala
Â
1. The document outlines Kotter and Rathgeber's 8-step process for successful organizational change which includes creating a sense of urgency, forming a guiding team, developing a vision and strategy, communicating the vision, empowering others to act, creating short-term wins, building on initial successes, and integrating changes into the organizational culture.
2. It provides examples for each step such as screening presentations to help others see the need for change and removing barriers so those who want to implement the vision can do so.
3. The overall message is that following this 8-step process can help organizations successfully implement changes and adapt to new conditions.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
The document outlines John Kotter's 8-step process for leading organizational change, which includes establishing a sense of urgency, forming a powerful coalition, creating a vision for change, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and institutionalizing new approaches. The document provides contact information for a learning and development consultant who facilitates the Kotter change model.
This document summarizes the history and evolution of Nokia Corporation from 1865 to 2012. It discusses key details about Nokia's leadership, finances, and operations. It also examines Nokia's decline in the smartphone market due to factors like lack of innovation, inadequate assessment of shifting consumer demands towards touchscreen smartphones, and failure to adopt the Android operating system in a timely manner. The document analyzes Nokia's strengths as well as changes it needs to make to its strategy in order to compete effectively in the future.
This document discusses change management at Nokia Corporation. It provides background on Nokia's decline from the world's leading mobile phone maker in 2004 due to missing the smartphone revolution. Nokia's management rejected a prototype touchscreen smartphone in 2004, allowing Apple to introduce the pioneering iPhone in 2007. This decision led to an 80% loss in Nokia's market value. The document examines the need for change at Nokia and analyzes the company's change management processes as it worked to adapt to the rapidly changing mobile market.
This document discusses Nokia's current marketing strategy. It provides information on Nokia's mission, vision, board of directors, and an overview of its market share and competition. It also analyzes Nokia's strengths, weaknesses, opportunities, and threats. Some of Nokia's main weaknesses identified include aiming products at a saturated market and higher costs. The document discusses Nokia's product life cycle and recommends finding a new market segment to target. It provides details on Nokia's current pricing, segmentation, and market research strategies.
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
Nokia was once the dominant mobile phone company but lost significant market share as smartphones became popular. The document analyzes reasons for Nokia's decline, including complacency, lack of innovation in transitioning from Symbian to Windows, and not creating user-friendly smartphones like Apple. In contrast, Samsung embraced Android, launched iPhone-like smartphones for different segments, and saw large gains in market share over Nokia from 2010 to 2012. The SWOT analysis identifies strengths like experience but also weaknesses like less stylish low-cost phones that lacked the appeal of competitors' products.
Kotter's 8-step model provides a framework for leading organizational change. The 8 steps are: (1) increase urgency, (2) build guiding teams, (3) create a change vision, (4) communicate for buy-in, (5) enable action, (6) create short-term wins, (7) don't let up, and (8) make it stick. Each step includes strategies for implementation such as setting goals, removing obstacles, recognizing achievements, and reinforcing new values through hiring and training. The model was developed based on Kotter's study of successful change initiatives and is designed to drive organizational transformation through engaging employees and establishing the necessary conditions for change to take hold.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
Nokia failed due to being slow to respond to trends in the smartphone market set by Apple and Android-powered phones. Nokia's Symbian OS struggled to keep up and they partnered with Microsoft too late. They also lost market share on low-end phones to local Indian brands. By 2012, Nokia's market share had dropped to only 7-9% in India, down from 60% in 2006, as competitors like Samsung and Micromax overtook them with more innovative products.
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
Nokia was once the dominant mobile phone company but lost significant market share as smartphones became popular. The document analyzes reasons for Nokia's decline, including complacency, lack of innovation in transitioning from Symbian to Windows, and not creating user-friendly smartphones like Apple. In contrast, Samsung embraced Android, launched iPhone-like smartphones for different segments, and saw large gains in market share over Nokia from 2010 to 2012. The SWOT analysis identifies strengths like experience but also weaknesses like less stylish low-cost phones that lacked the appeal of competitors' products.
Kotter's 8-step model provides a framework for leading organizational change. The 8 steps are: (1) increase urgency, (2) build guiding teams, (3) create a change vision, (4) communicate for buy-in, (5) enable action, (6) create short-term wins, (7) don't let up, and (8) make it stick. Each step includes strategies for implementation such as setting goals, removing obstacles, recognizing achievements, and reinforcing new values through hiring and training. The model was developed based on Kotter's study of successful change initiatives and is designed to drive organizational transformation through engaging employees and establishing the necessary conditions for change to take hold.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
Nokia failed due to being slow to respond to trends in the smartphone market set by Apple and Android-powered phones. Nokia's Symbian OS struggled to keep up and they partnered with Microsoft too late. They also lost market share on low-end phones to local Indian brands. By 2012, Nokia's market share had dropped to only 7-9% in India, down from 60% in 2006, as competitors like Samsung and Micromax overtook them with more innovative products.
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Headline Nokia hosts a workshop Nokia X for Thai developers (May 14)
MediaTitle First Mobile
Date 21 May 2014 Color Full Color
Section News Circulation 150,000
Page No 10 Readership 300,000
Language Thai ArticleSize 158 cmÂē
Journalist N/A AdValue BHT 12,540
Frequency Monthly PR Value BHT 37,619
2. GIST(ENGLISH)
Jirapat Janjerdsak, Head of Developer Experience (DX), Nokia (Thailand), arranged a workshop for the Thai
developers, especially Android developers, in learning about way to create income from operator billing and way
to promote app successfully. Participators also got a chance to experience Nokia X and attended many
activities.
