The leadership of Nokia view the type of changing as a way of concentrating in an area of business that they had great core competencies in and where the levels of the profitability would be high. To the leaders of the change, it was an incremental process as the firm already had running partnerships with networking equipment manufacturers such as Siemens (Nokia, 2016, p. 86). To the change leaders, the change was necessary as a way of not only protecting the reputation of the company that has been a global market leader but also helping in shielding the employees of the firm against the job losses that would result from the increasingly poor performance of the business and the stagnation of the innovation at the firm. The stock prices of the company were reducing at a very rapid rate and the change according to the change leaders would lead to the reversal of fortunes for the company and return it to profitability thus creating value for the shareholders who had invested billions of dollars in the company.
Inhaltsverzeichnis (Table of Contents)
- Leading change at Nokia
- Analysis
- Type of change as viewed/ held by the change agent(s)
- Culture of the organization and the role of culture in the change effort
- Urgency and vision underpinning the change
- How the change was communicated
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper examines the change process undertaken by Nokia in response to its declining market share and profitability in the mobile phone market. The paper analyzes the type of change, the role of organizational culture, the urgency and vision behind the change, and the methods used to communicate the change to stakeholders. It also investigates how Nokia leveraged its existing strengths and addressed weaknesses to successfully transition into the networking equipment business.
- Organizational change in response to market shifts
- The impact of organizational culture on change initiatives
- The importance of a clear vision and urgency in driving change
- Effective communication strategies for successful change implementation
- The role of SWOT analysis in understanding organizational strengths, weaknesses, opportunities, and threats
Zusammenfassung der Kapitel (Chapter Summaries)
The first chapter, "Leading change at Nokia", sets the stage by outlining the context for change within the company. It highlights Nokia's dominance in the mobile phone market and the challenges it faced with the emergence of smartphones. The chapter also provides background information on the company's strategic decision to exit the mobile phone market and focus on networking equipment. The second chapter, "Analysis", delves into the details of the change process. It explores the type of change from the perspective of the change agents, analyzes the role of organizational culture in supporting and driving the change, and discusses the urgency and vision behind the initiative. The chapter also examines the methods used to communicate the change to employees and stakeholders, showcasing the communication strategies employed by Nokia.
Schlüsselwörter (Keywords)
The main keywords and focus topics of this paper include organizational change, leadership, strategic management, organizational culture, communication, SWOT analysis, market share, profitability, mobile phone market, networking equipment, and Nokia. The paper examines Nokia's successful transition from a dominant player in the mobile phone market to a leading manufacturer of networking equipment, highlighting the key factors that contributed to this change and providing insights into the strategies used by Nokia to achieve its goals.
- Arbeit zitieren
- International Business Management David Onditi (Autor:in), 2017, Leading change at Nokia, München, GRIN Verlag, https://www.grin.com/document/499800
