This document discusses how Nokia manages content diversity as it transitions from a technology company to a solutions company providing media and content. It outlines challenges in managing diverse content, including differing business practices and unclear legislation between countries. It then provides examples of tools Nokia uses to manage diversity, such as balancing risk and opportunity with app distribution, developing new business models for music, and maintaining an agile and efficient legal team.

1. H o w to Co p e W ith Co ntent
D iv ers ity?
Kaisa O lkkonen
Vice P resident, Legal & IP, S ervices
Nokia C orporation
© 2010 Nokia IFC LAcontent.ppt/

2. O utline
•
Nokia and content diversity.
•
Journey from a technology company to solutions
company– two cultures?
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C hallenges in managing diversity.
•
Tools to be used in managing complexity created
by diversity – E xample cases
2 © 2008 Nokia

3. G lo b a l O vi M a p s
O v i M a il: co vera g e
a v a ila b le D riv e & W a lk
v irtua lly na v ig a tio n in 70 +
ev eryw here co untries
N o k ia 4 0 + la ng ua g es
M es s a g ing : 8 0 +
o p era to rs
20 + la ng ua g es
30 + m a rk ets
20 + la ng ua g es
Ind ia , 20 + d ev ices
Ind o nes ia , ena b led
China 9 M + tra ck s
H ea lth, a v a ila b le
A g riculture, 10 ,0 0 0 + co ntent
E d uca tio n item s p er
H yp er-lo ca lized p o p ula r d ev ice
M o b ile b illing : 75
3 © 2010 N okia o p era to rs , 22

4. Fro m Techno lo g y to M ed ia a nd Co ntent
d ea ls
•
Technology deal characteristics:
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O ften dealing with one party only.
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P arties having a clear understanding of the technologies involved
and use of it.
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P arties having a clear understanding of what the rights necessary
for the collaboration are and from where they are available.
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The legal instruments and rules are established and fairly clear.
“International contract law” applies to a high extent.
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G lobal reach of the agreements.
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P ractice of completed and signed agreements before deployment.
4 © 2008 Nokia

5. Fro m Techno lo g y to M ed ia a nd Co ntent
d ea ls
•
M edia/ ontent collaboration deal characteristics:
C
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O ften a big number of parties involved – rights to be
acquired from a group of rights holders.
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It is not always crystal clear to whom you need to turn to
in order to acquire all the rights you need.
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R ights are limited by territory.
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Licenses are very specific, expanding e.g. the feature set
requires amendments to licenses.
5 © 2008 Nokia

6. Fro m Techno lo g y to M ed ia a nd Co ntent
d ea ls
•
New characteristics in media/content collaboration
versus the technology world:
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Advance payments – upfront investment
required.
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M ost favored nation clauses – are the deals
really comparable?
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Non D isclosure Agreements not always a
standard practice.
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Very limited indemnities – if any.
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E -mail and even oral agreements triggering
deployment - documentation comes later.
6 © 2008 Nokia

7. C hallenges in M anaging D iverse C ontent Activity
1. E xisting business and deal making practices may not fit to the new
busines s models.
•
C reativity and open minds et needed on both sides of the negotiation table.
2. Finding the correct balance between risk and opportunity in the new
busines s models.
•
A good understanding of real risk exposure and mitigation possibilities
needed.
3. Unclear and untested legislation, or different interpretations of legislation
per country or per different courts.
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R egulatory influencing needed as a long term action.
7 © 2008 Nokia

8. Cha lleng es in M a na g ing
D iv ers e
Co ntent A ctiv ity
4. Building up the teams´ competencies in the
diverse areas of busines s – locally and globally.
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Training, coaching and teamwork needed.
5. R esourcing combined with the challenging
economical environment.
•
High need for efficiency in all operations.
8 © 2008 Nokia IFC LAcontent.ppt / 2010-06-11 /KO L

9. To o ls to m a na g e the D ivers ity - E x a m p les
1. C ase Application D istribution: B alancing the risk and opportunity.
2. C ase New B us ines s M odel for M usic: New business models, creativity and influencing
the external environment.
3. C ase Nokia Legal & IP Way of Working: B uilding competencies and achieving
efficiency.
9 © 2008 Nokia

10. A p p lica tio ns – a B a la nce o f R is k a nd
O p p o rtunity
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C onsumer relationship and the liability risk.
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Quality assurance s ystems – finding the correct balance.
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D eploying available technological s olutions to mitigate liability risks.
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S ervice terms and conditions – providing good user experience and still als o reasonable
legal protection to you.
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D eveloper ecosystem and relationship.
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Your licens e to the developers – under what IP R and under what terms?
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D o you wish to protect the cons umers ? Terms about virus and malware protection, data
protection and privacy requirements of applications and requirements of information
developers will need to provide to users.
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S mall enterprises and private pers ons as developers – risk evaluation based on past
experiences and e.g. distribution model.
10 © 2008 Nokia

11. A p p lica tio ns – a B a la nce o f R is k a nd
O p p o rtunity
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E fficiency of the application deal making.
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D efined business models to be used globally and locally – possible to create a
tool kit for deal making.
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From individual agreements to click through licenses.
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Automated intake systems
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Unauthorized content in applications.
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D efining developer categories and allowed content types per category.
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Weighing the benefits of different moderation concepts vers us the desire to
maintain the safe harbor protection.
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C onsidering using watermarking or filtering technologies .
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B uilding an effective notice and take down process and practice.
11 © 2008 Nokia

12. A new b us ines s m o d el in m us ic -
lea rning s
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C reating a win – win business model attractive to all involved business players
and the users is a critical starting point.
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Identify partners that are ready to act as change agents in their own industry.
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P repare for iteration and next versions of the model – new business models
evolve quickly when the parties start getting the market feedback.
•
In markets where regulation influences the rights and roles of some players,
regulatory influencing is needed to ensure long term predictability of the
environment.
12 © 2008 Nokia

13. A new b us ines s m o d el in m us ic -
lea rning s
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E U music licensing as an example:
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S tatic tariff based s ystems will not support the agility and experimentation
required in testing new business models and consumer propositions.
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Willing licensors and licensees should be free to negotiate and agree terms,
ability to negotiate customized licensing solutions for innovative new services is
needed.
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Licensing should allow consumers to access digital services from anywhere
within the E U and repertoire has to be made available on a pan-E uropean basis .
•
Finding the new win-win business models is critical for speed. R egulation will
not change fast enough , but can help building a predictable environment and
in setting the basic operating principles for the markets.
13 © 2008 Nokia

14. A n A g ile a nd E ff cient L eg a l & IP Tea m
i
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Business integration:
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Lawyers part of the management team work with a good insight to the business
priorities and direction.
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Lawyers part of brainstorming the new win – win business models.
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Lawyers feeling true ownership of the initiatives, together with the business
teams.
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Building competencies to fulfill the ever expanding needs:
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First deep hands on involvement in a certain area of work – competence grows
fast.
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Juniors shadowing seniors – return of the investment is fast.
14 © 2008 Nokia

15. A n A g ile a nd E ff cient L eg a l & IP Tea m
i
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M otivating the team to learn:
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Use internal key resources to handle all strategic deals.
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Use external experts to speed up the competence development in the
background.
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O ffer to substance area experts a pos sibility to expand their role without giving
up the ”old” area of expertise altogether.
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S top double work:
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Use global communities working across any organizational structures to ensure
alignment and sharing.
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C reate tools and guidelines in such communities to take all market interfacing
expertise into us e.
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O rganizational structure:
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C onsider structures where the business integration aspect can be combined
with a global community thinking – typically not a traditional line organization.
15 © 2008 Nokia

16. T ha nk yo u
C lic k to edit M a s ter s ubtitle s tyle
16 © 2010 Nokia IFC LAcontent.ppt /