This document provides information about Large Scale Interventions (LSI) and describes Nokia's use of LSI in the form of World Cafes to renew its corporate values in 2008. Some key points: - LSI is an approach for sustainable organizational change that actively involves all stakeholders through participation and collective learning. - Nokia used World Cafes, which involved over 5,000 employees in local and global discussions, to update its values after a decade and adapt them to a growing and increasingly diverse workforce. - The process was completed in under 60 days and engaged employees globally, but Nokia still failed to address external challenges and internal conflicts that later contributed to its decline.

2. "Tell us and we will forget, show us and we may
remember, involve us and we understand
together"
- Anonymous

3. What Is LSIP ???

4. WHAT ARE LARGE SCALE INTERVENTIONS?
• Large Scale Interventions (LSI) are an
approach for organizing sustainable changes
with active involvement of all stakeholders
• Large Scale Interventions (LSI) is an approach
for change that meets those needs, because it
involves stakeholders in the processes of
change & development and creates an army of
Change-Agents.

5. WHAT ARE LARGE SCALE INTERVENTIONS?
Fundamental assumptions are:
Past, present and future are inseparably
connected in the organisation/community
Reality is defined by meanings as well as facts
Active participation enhances commitment to
change, learning and working together
Action learning facilitates real time change
(thinking and doing are not separated)
Meaningful experience is created by engaging
the whole person

6. WHY LSIP ?

7. WHY LARGE SCALE INTERVENTIONS?
• Because leaders and managers want faster
answers and actions.
• Because members of an organisation or
community want to be heard and want to
contribute to changes out of a feeling of
"ownership".
• Because Change needs Change Champions

8. LSI APPROACH AND PRINCIPLES
Systems thinking
 Past, present and future of "the system" are explored, as well as trends and
outside influences. Stakeholders are invited to participate in the process (getting
the whole system in the room)
 Focus on dynamic patterns instead of linear causal relations.
From Management To Leadership
 Change is imposed and directed by senior management TO
 Co-creation of change
Active participation
 LSI is based on collective and democratic processes in which ideas and
conclusions emerge, involving people in a meaningful way. LSI uses the self-
organising power of the participants, making them responsible for action.
Development principle
 The LSI-approach is aimed at sustainable change and is rooted in the developing
collective learning and building capacity for change.

9. KEY DISTINCTIONS BETWEEN LSIP AND TRADITIONAL
CHANGE APPROACHES
Aspects of organisational
change efforts
Large Scale Interventions Traditional change
approaches
Vision, Mission, Values,
Restructuring, etc
The change is shaped
through involvement of the
whole system, building
capacity for change.
Change is shaped by an
elite group of experts and
senior management.
How buy-in and ownership
is gained
As a natural by-product of
involving people in the
process of change.
Through a campaign
implemented by a small
group of people to the rest
of the organisation.
Pace Change occurs at a fast pace
and in real time throughout
an organisation.
Change occurs at a slow
pace and in pockets of an
organisation.
Kind of changes made Substantial changes are
made across an entire
organisation.
Either substantial changes
in part of an organisation or
limited changes across an
entire organisation.

10. VARIATIONS IN LSIP
• From the
• very structured (Future Search, Conference Model®, Search Conference)
• to those that are almost open (Open Space) and
• everything in between (such as Real Time Strategic Change, World Café,
Participative Design, Simu Real)
• Remember The Principles
• Systems thinking
• From Management To Leadership
• Active participation
• Development principle

11. VARIATIONS OF LSIP
Future Search
 Focus on the past, by making a timeline of key events in the world and the history of the topic.
 Focus on the present, looking for trends and patterns, by using mind mapping.
 Focus on an ideal future scenarios and share them with the whole group. After looking for
common ground, action plans are made for a feasible route to a desirable future.
Open Space Technology (OST)
 OST mobilises knowledge and experiences of participants (5-1000) in a 1, 2 or 3 day conference.
 The originator, Harrison Owen’s objective was to combine the synergy and excitement present in
a good coffee break with the substantive activity and results characteristic of a good meeting?
The World Café
 In a Café-style ambiance, participants have conversations in small table groups about the theme.
 Participants don’t have a dull moment as they keep meeting "new" people, by changing tables in
several rounds. A table-host connects the successive conversations.
 After several rounds of conversations the facilitator helps to share discoveries and insights in a
whole group conversation.

12. ANY EXAMPLES OF LSIP

13. NOKIA – CASE STUDY

14. NOKIA – CASE STUDY
Nokia in 2006
• World's leading manufacturer of mobile devices ; World's sixth most-valued
brand (ranked by Interbrand)
• An estimated 36% share of the global device market
• Mobile device volume of 347 million units
• Net sales of EUR 41.1 billion ; Operating profit of EUR 5.5 billion
• 68,483 employees of more than 120 nationalities
• Strong R&D presence in 11 countries ; R&D investment of EUR 3.9 billion
• 21,453 people in R&D (approx. 31% of the Nokia workforce)
• 15 production facilities in nine countries ; Sales in more than 150 countries
• Europe accounted for 38% of Nokia's net sales (42% in 2005), Asia-Pacific
20% (18%), China 13% (11%), North America 7% (8%), Latin America 9%
(8%), and the Middle East and Africa 13% (13%).

15. NOKIA – CASE STUDY
• Times were changing
• Competition was fierce
• Nokia merged with Siemens to form NSN in 2008
• Structurally decentralization was adopted
• Moving Decision-making locally resulted in a culture better
reflecting the local market while still maintaining Nokia’s
beneficial qualities such as diverse people, financial resources
& technological expertise
• Interviews were conducted in early 2008 to understand public
perception
• Results made Nokia focus on Culture & Values

16. NOKIA – CASE STUDY
Challenges Solutions
Original set of values had
not been examined in over a
decade
Nokia embarked to renew
their Values by including
employees from all regions,
disciplines and levels to
create ownership
Growth in new markets and
huge influx of new
employees resulted in
cultural disconnect
How to reach out to 50,000
employees ?
Subsets of employees
through World Cafes

17. NOKIA – CASE STUDY
• 16 Local Cafes in India, China, Middle East, Europe, South
America and North America covering around 5000 employees
• Outputs from local Cafes fed into a Global Café
• The entire process completed in less than 60 days
• The original values from year 1992 were respect, achievement,
renewal and challenge
• Olli-Pekka Kallasvuo , CEO and his management team
participated in the last session of Global Café and reviewed
the Values.
• Video blogs of the World Cafes logged 30,000+ hits.
• 22,000+ employees participated in Photo contest

18. NOKIA – CASE STUDY

19. NOKIA – CASE STUDY
• What went wrong that made Nokia slump and CEO Olli-
Pekka Kallasvuo to quit
• Nokia did not address two Challenges – Turf war
between the Devices & Markets Divisions and keeping up
with External Environment
• In an interview subsequently Olli-Pekka points to
inappropriate Values – internal competition and lack of
truth-telling – as key factors in Nokia’s subsequent
failure