Strategic Change Management within Nokia
... enjoy the motivation of regular appraisals, assessing the needs and opportunities to learn more” Nokia seem to be very effective when it comes to communication. Nokia has a culture of innovation and change and they seem to communicate this throughout the organization. 3. Changing culture in response to change/ Technological Change “..you must look for individuals with the best knowledge of tomorrow’s technologies..” “..individuals must be able to learn quickly and adapt rapidly to new settings..” It is clear from the outset that Nokia culture of change is embedded deep within the organisation. Innovation and continuous learning and change are expected of employees. This tacit knowledge, I believe, has played a huge part in Nokias overwhelming growth over the last decade 4. Reward Systems Nokia state that achievements are indeed rewarded through Team spirit, feedback and actual physical rewards. This is an essential part of keeping employees motivated for jobs well done. Nokia believes that the “HR department includes all managers” This is very different to the approach in many “old school” organisations. Nokias primary focus is on HR as this is central to any organisation wishing to engage inconstant change and learning and remain one of the worlds leading innovators. 5. Functional Resources and Organizational Capabilities Nokia often transfer resources to the functions where the most value can be added. It is what makes them one of the leading innovating organisations. They are constantly developing new products and hence will never become stagnant. Nokia was originally a wood-pulp mill. Now they are one of the leading mobile phone brands in the world. Nokia are the classic example of a company who execute Strategic change management effectively and constantly. What are the reasons/forces for change? Nokia, have a desire to stay “ahead of the pack” so to speak. Simply waiting for change to happen is not an option for them. They are interested in making tomorrows technology and not waiting to react to changes in the market. They are leaders in innovation. Without change, Nokia would not be able to satisfy their 4 values: o Customer satisfaction o Achievement o Respect for the individual o Continuous learning In relation to Efficiency, Quality, Innovation and Customer responsiveness (In theory an organisation must aim to exceed its competitors in at least on of these dimensions ). It is clear, upon reading the article, that Nokia have taken measures to exceed their competitors in all 4 dimensions. The 4 Nokia values are a direct reflection of this. When reading the theory on Strategic Change Management, one will find topics such as- Organisational-level resistance to change.. etc. As stated earlier, it is clearly visible and effectively communicated that Nokia have a culture of continuous change and learning and are leaders in innovation. Nokia recruit people who thrive on change, people with the best knowledge of tomorrow’s technologies who learn quickly and can adapt to change. The nokia workforce is always working with change in mind. That is the Nokia culture. By having respect for the indiviadual in an open environment, Nokia create an environment, which is conducive to growth and change. Input and feedback are encouraged and regular appraisals give employees vital feedback on their work and encouragement that they need in order to stay focused on their objectives in this fast changing environment. I think it is important that we briefly mention a theoretical model called: The five dimensions of change. T...