nokia – why did it fail ?
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Nokia Why Does It Fail?
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NOKIA Why Did It Fail?March 27th, 2017 2
Gurpreet KaurChaudhary, Nikunjkumar ManubhaiHa, Thi Thu HienMohammad, Hasib
OverviewNokia was one of the top cellphone companyIn recent years, it has enormously fallen. This is not a result of their quality or innovation. This is a direct result of the poor leadership style and the dysfunctional team4
Decision markingPlanning & OrganizingQuestion
Identify apparent problemLack of trustWrong vision and misbalanceInefficient recruitment process at upper-level
Identify apparent problem1. Lack of trust: Frustrated and fear Stayed silence, gave hopeful and filtered data. Information did not flow upwardsYou need to run quicker7
Identify apparent problem2. Wrong vision and misbalance"innovation first", instead of the customer firstI am the best8
Identify apparent problem3. Inefficient recruitment process at upper-levelEx-CEO of Nokia Jorma Ollila & Stephen Elop Meego sytem
Seek and analyze the causeWe realised DistrustDishonesty Misbalance The inefficient in the recruitment processCaused by lack of trust among Nokia staff.
Define the real problemThe lack of trust is the main problem behind Nokias failure11
Alternative solution Option 11. The possible solution could be lower the hierarchy Because Fear Communicate Understand Effectively implement objective, goals, and vision.
Alternative solution Option 22. Another solution may be transformational leadership Because Rigid goalsOrganizational boundariesLack of motivation and engagementNo shared vision
Alternative solution Option 33. Hiring a right leader BecauseThe success of the team is on the hand of the leader.
Alternative solution Option 44. Trust buildingFrom the above consequences, we find that there is no trust relation among the staff of Nokia. They can build trust through better commitment and communication among themselves.
Selecting The Best OptionThe best solution may be trust building. Because:No follow-throughDisrespectLack of personal creditabilitySecretive communicationMicromanagement and selective decision making
StepTaskPeople who implementStartEnd1Choose right leader Board of directorsCEOHRMarch 1May 312Meeting of top managersBoard of directorsCEOMarch 1March 53Hire trainer develop self-awareness, self-management, confidence, and trust for managersCEO, top mangersMarch 5May 304Building personal & professional trustCEO, top managers, middle-managers, supervisorsMarch 15On going
Planning - Must be within a year
18Hire a right leaderPlan Screen Interview Evaluate Re-Evaluate 90 days HRcompetitorsPersonal resourcesBehavior based questionFuture situation questionFuture situation questionEQ questionCriteria:Self-awarenessSelf-regulationMotivationEmpathySocial skillCriteria:Self-awarenessSelf-regulationMotivationEmpathySocial skillOrientationCore messageRotationIncremental learningProbation feedbackSMARTGoals
19MeetingPlan Send emailAgendaMeetingSend a meeting summary emailSMARTGoals
20Hire trainerPlan Class learningPracticingEvaluatingSMARTGoals Role-playPerformance review Feedback
21Building trustPlan Weekly conversationFace to facerespectopenSMARTGoals Gather feedbackDo what we sayShow people the resultsEvaluate through Survey