Description
The documentation about organization behaviour at Nokia Corporation
Organizational Behavior
Nokia Corporation
Nokia Corporation
Nokia was founded by Fredrik Idestam in 1865 as a paper mill on the banks of Nokianvirta River, Finland. In 1937 it merged with a cable company thus stepping into the communication industry. Till now it has invented numerous models for mobile communication, this has changed the way we communicate. This is evident in their punch line “Connecting People”. It continuously strives to provide human technology that is intuitive, a joy to use and beautiful. Vision Nokia’s vision is a world where everyone can be connected. One of the basic needs of human beings is to communicate and share experiences. Nokia promises to fulfill this need, to help them feel close to what matters most to them. Its resolution is to grow the number of people using Nokia devices, transform the devices people use, and build new business. In India they have accomplished this by being the first one to launch a cheapest mobile phone (model – Nokia 1100). The approach they follow in realizing this vision is to understand consumers better. They do a thorough market research to understand consumer insight and then design its products. Nokia takes a human nature to technology; its products are simple, intuitive, reliable and gives you experiences to fall in love with them. The latest models in Nseries have features to take photographs, connect to internet, explore maps, listen to music, and watch TV or video. Thus, allowing human beings to fulfill their desires. The core values of Nokia were redefined in 2007 to reflect changes to its business, engaging employees to define what it means to work at Nokia. The result represents an evolution of the previous Nokia values, reflecting the evolution of its business: ? ? ? ? Achieving together – expands our old value of Achievement, reflecting that we increasingly work in networks. Very Human – builds on our previous value of Respect. Engaging You – all our stakeholders, not just customers. Passion for Innovation – more vigorous than our previous value of Renewal.
At Nokia, quality is viewed holistically and as an integral part of business management. The quality of products and customer experiences depends on the quality of processes, which in turn is tied to the quality of management. Hence, its key quality targets are: ? ? ? For Nokia to be number one in customer and consumer loyalty For Nokia to be number one in product leadership For Nokia to be number one in operational excellence
Customer satisfaction and loyalty depends on quality and reliability of products and services. The whole chain, from suppliers through to R&D, operations, sales and distribution to customers, impacts the end-result – everybody in the chain has a role to play in achieving
2|Page
quality. Commitment to quality improvement is a continuous management process. It is both a business strategy and a personal responsibility, and it is a part of Nokia’s culture and values Business It plans to build on four businesses: ? ? ? ? Lead and win in devices business – to come up with innovative products Grow internet services – allow people to experience new things Accelerate adoption of business solutions and leverage scale – to serve maximum people Transform to solutions in infrastructure – to provide a quick solution on the foundation of good infrastructure
To successfully achieve above, it understand business better. Its goal is to become most admired and loved brand in the world. It has products in following categories mobile phones, television, software solutions, military communications, etc. Its business and people’s expectations for mobile devices and services are changing. Nokia's strategy relies on growing, transforming, and building the Nokia business to ensure its future success. Technology and architecture is priority to stay competitive. It has production facilities in six different countries i.e. Finland, China, India, Brazil, Great Britain, Hungary, Mexico, Romania, South Korea. Collaboration is a key ingredient to Nokia’s growth strategy; it has entered in several joint ventures. It is the first equipment vendor to manufacture over one million handsets in India to-date. It is the number one brand in Asia and Fortune’s most admired companies list of 2008 its rank is 23rd. Executive Board ? ? ? ? ? ? ? ? ? ? ? ? Olli Pekka Kallasvuo: President and CEO Robert Andersson: Executive Vice President , Devices Finance, Strategy and Sourcing Simon Beresford-Wylie: Chief Executive Officer, Nokia Siemens Networks Timo Ihamuotila: Executive Vice President, Sales Mary T. McDowell: Executive Vice President, Chief Development Officer Hallstein Moerk: Executive Vice President, Human Resources Tero Ojanperä: Executive Vice President, Entertainment & Communities Niklas Savander: Executive Vice President, Services and Software Richard A. Simonson: Executive Vice President, Chief Financial Officer Veli Sundbäck: Executive Vice President, Corporate Relations and Responsibility Anssi Vanjoki: Executive Vice President, Markets Dr. Kai Öistämö: Executive Vice President, Devices
3|Page
Research It has R&D centers in 11 countries and employed 14,500 people in research and development, representing approximately 32% of Nokia’s total workforce. Its R&D expenses totaled EUR 3.9 billion in 2006, representing 9.5% of Nokia’s net sales in 2006. Short and medium term goal in R&D: Its researchers support the product development units to master key technologies and their evolution. This enables it to develop competitive products efficiently. Long-term: According to Nokia, research aims to disrupt the present status-quo. Research in different sciences with global participation is a prerequisite for creating these disruptions. Research also serves as an organizational pioneer. By challenging the present working methods and technologies it keeps the organization moving. Its researchers are also encouraged to bring forth ideas for new business development. It has research cooperation with universities like Helsinki University of Technology - Finland, Massachusetts Institute of Technology - United States, Stanford University - United States, Tampere University of Technology - Finland, University of Cambridge - United Kingdom and University of Glasgow - United Kingdom Corporate Responsibility Corporate responsibility (CR) at Nokia is a collective effort. It believes that management of CR issues is most effective when sustainability policies and programs are embedded in every aspect of its operations. It is supported by more detail policies on specific issues, such as its Employment Policy, Environmental Policy and the Nokia Supplier Requirements. Its products are used throughout the world, and its brand is among the world’s best-known. There is simply no other way for it to conduct its business but in a way that is acceptable both to its customers and other stakeholders. To ensure this it has a code of conduct to do its business. The training and awareness activities make sure that all employees of Nokia are aware of code of conduct and its importance. This is implemented by having classroom sessions; to cater to global workforce it has online sessions too. Findings from Annual Accounts 2007 Net sales of Nokia for 2007 increased by 24 percent compared to 2006. The operating profit increased by 45 percent. The net sales of mobile phones increased by 1%, multimedia by 34%, enterprise solution 101%. During the past few years Nokia has been actively acquiring companies with interesting new technologies and competencies. All of these acquisitions and investments were targeted to enhance Nokia's ability to help create the Mobile World and fulfill their vision.
4|Page
The highlights in 2007 were: ? On June 20, 2007, Nokia announced that it would introduce a new integrated company structure for its devices business from January 1, 2008. As part of this reorganization, Nokia has replaced its three reportable devices segments with an integrated reportable segment, Devices & Services. In August, Nokia introduced Ovi, the company’s new Internet services brand name. Ovi will enable people to easily access their existing social network, communities and content, as well as act as a gateway to Nokia services. As part of Ovi, Nokia announced the Nokia Music Store and N-Gage, two services that make it easy for people to discover, try and buy music and games respectively, from a range of artists and publishers, including exclusive content only available through Nokia. The Nokia Music Store went live in the UK in November 2007 and the N-Gage games service is expected to go live in early 2008. In December, it announced Nokia Comes With Music, a program that will enable people to buy a Nokia device with access to millions of tracks from a range of artists. Nokia Comes With Music is expected to become commercially available in the second half of 2008. Mobile Phones introduced a broader entry-level portfolio, focusing on thinner design, and adding features such as music playing capability to many devices. Shipments of the slim and stylish Nokia 6300 GSM device, announced in late 2006, began in 2007. The Nokia 8800 Arte and Nokia 8800 Sapphire Arte were announced, bringing 3G capabilities to the Nokia 8800 series. The Nokia 8800 Arte began shipping during 2007. The Nokia 3110 Evolve, a mobile device with bio-covers made from more than 50% renewable material was announced in December 2007.
?
?
?
? ? ? ?
Nokia – India In India it has offices in New Delhi, Mumbai, Kolkata, Bangalore, Hyderabad and Ahmedabad. The Indian operations comprises of the company’s handsets and network infrastructure businesses, R&D facilities in Bangalore, Hyderabad and Mumbai and manufacturing plant in Chennai. India is a very important country for Nokia and is amongst the top three markets for it globally. Nokia has been working closely with operators in India to increase geographical coverage and lower the total cost of ownership for consumers.
5|Page
doc_363352670.docx
The documentation about organization behaviour at Nokia Corporation
Organizational Behavior
Nokia Corporation
Nokia Corporation
Nokia was founded by Fredrik Idestam in 1865 as a paper mill on the banks of Nokianvirta River, Finland. In 1937 it merged with a cable company thus stepping into the communication industry. Till now it has invented numerous models for mobile communication, this has changed the way we communicate. This is evident in their punch line “Connecting People”. It continuously strives to provide human technology that is intuitive, a joy to use and beautiful. Vision Nokia’s vision is a world where everyone can be connected. One of the basic needs of human beings is to communicate and share experiences. Nokia promises to fulfill this need, to help them feel close to what matters most to them. Its resolution is to grow the number of people using Nokia devices, transform the devices people use, and build new business. In India they have accomplished this by being the first one to launch a cheapest mobile phone (model – Nokia 1100). The approach they follow in realizing this vision is to understand consumers better. They do a thorough market research to understand consumer insight and then design its products. Nokia takes a human nature to technology; its products are simple, intuitive, reliable and gives you experiences to fall in love with them. The latest models in Nseries have features to take photographs, connect to internet, explore maps, listen to music, and watch TV or video. Thus, allowing human beings to fulfill their desires. The core values of Nokia were redefined in 2007 to reflect changes to its business, engaging employees to define what it means to work at Nokia. The result represents an evolution of the previous Nokia values, reflecting the evolution of its business: ? ? ? ? Achieving together – expands our old value of Achievement, reflecting that we increasingly work in networks. Very Human – builds on our previous value of Respect. Engaging You – all our stakeholders, not just customers. Passion for Innovation – more vigorous than our previous value of Renewal.
At Nokia, quality is viewed holistically and as an integral part of business management. The quality of products and customer experiences depends on the quality of processes, which in turn is tied to the quality of management. Hence, its key quality targets are: ? ? ? For Nokia to be number one in customer and consumer loyalty For Nokia to be number one in product leadership For Nokia to be number one in operational excellence
Customer satisfaction and loyalty depends on quality and reliability of products and services. The whole chain, from suppliers through to R&D, operations, sales and distribution to customers, impacts the end-result – everybody in the chain has a role to play in achieving
2|Page
quality. Commitment to quality improvement is a continuous management process. It is both a business strategy and a personal responsibility, and it is a part of Nokia’s culture and values Business It plans to build on four businesses: ? ? ? ? Lead and win in devices business – to come up with innovative products Grow internet services – allow people to experience new things Accelerate adoption of business solutions and leverage scale – to serve maximum people Transform to solutions in infrastructure – to provide a quick solution on the foundation of good infrastructure
To successfully achieve above, it understand business better. Its goal is to become most admired and loved brand in the world. It has products in following categories mobile phones, television, software solutions, military communications, etc. Its business and people’s expectations for mobile devices and services are changing. Nokia's strategy relies on growing, transforming, and building the Nokia business to ensure its future success. Technology and architecture is priority to stay competitive. It has production facilities in six different countries i.e. Finland, China, India, Brazil, Great Britain, Hungary, Mexico, Romania, South Korea. Collaboration is a key ingredient to Nokia’s growth strategy; it has entered in several joint ventures. It is the first equipment vendor to manufacture over one million handsets in India to-date. It is the number one brand in Asia and Fortune’s most admired companies list of 2008 its rank is 23rd. Executive Board ? ? ? ? ? ? ? ? ? ? ? ? Olli Pekka Kallasvuo: President and CEO Robert Andersson: Executive Vice President , Devices Finance, Strategy and Sourcing Simon Beresford-Wylie: Chief Executive Officer, Nokia Siemens Networks Timo Ihamuotila: Executive Vice President, Sales Mary T. McDowell: Executive Vice President, Chief Development Officer Hallstein Moerk: Executive Vice President, Human Resources Tero Ojanperä: Executive Vice President, Entertainment & Communities Niklas Savander: Executive Vice President, Services and Software Richard A. Simonson: Executive Vice President, Chief Financial Officer Veli Sundbäck: Executive Vice President, Corporate Relations and Responsibility Anssi Vanjoki: Executive Vice President, Markets Dr. Kai Öistämö: Executive Vice President, Devices
3|Page
Research It has R&D centers in 11 countries and employed 14,500 people in research and development, representing approximately 32% of Nokia’s total workforce. Its R&D expenses totaled EUR 3.9 billion in 2006, representing 9.5% of Nokia’s net sales in 2006. Short and medium term goal in R&D: Its researchers support the product development units to master key technologies and their evolution. This enables it to develop competitive products efficiently. Long-term: According to Nokia, research aims to disrupt the present status-quo. Research in different sciences with global participation is a prerequisite for creating these disruptions. Research also serves as an organizational pioneer. By challenging the present working methods and technologies it keeps the organization moving. Its researchers are also encouraged to bring forth ideas for new business development. It has research cooperation with universities like Helsinki University of Technology - Finland, Massachusetts Institute of Technology - United States, Stanford University - United States, Tampere University of Technology - Finland, University of Cambridge - United Kingdom and University of Glasgow - United Kingdom Corporate Responsibility Corporate responsibility (CR) at Nokia is a collective effort. It believes that management of CR issues is most effective when sustainability policies and programs are embedded in every aspect of its operations. It is supported by more detail policies on specific issues, such as its Employment Policy, Environmental Policy and the Nokia Supplier Requirements. Its products are used throughout the world, and its brand is among the world’s best-known. There is simply no other way for it to conduct its business but in a way that is acceptable both to its customers and other stakeholders. To ensure this it has a code of conduct to do its business. The training and awareness activities make sure that all employees of Nokia are aware of code of conduct and its importance. This is implemented by having classroom sessions; to cater to global workforce it has online sessions too. Findings from Annual Accounts 2007 Net sales of Nokia for 2007 increased by 24 percent compared to 2006. The operating profit increased by 45 percent. The net sales of mobile phones increased by 1%, multimedia by 34%, enterprise solution 101%. During the past few years Nokia has been actively acquiring companies with interesting new technologies and competencies. All of these acquisitions and investments were targeted to enhance Nokia's ability to help create the Mobile World and fulfill their vision.
4|Page
The highlights in 2007 were: ? On June 20, 2007, Nokia announced that it would introduce a new integrated company structure for its devices business from January 1, 2008. As part of this reorganization, Nokia has replaced its three reportable devices segments with an integrated reportable segment, Devices & Services. In August, Nokia introduced Ovi, the company’s new Internet services brand name. Ovi will enable people to easily access their existing social network, communities and content, as well as act as a gateway to Nokia services. As part of Ovi, Nokia announced the Nokia Music Store and N-Gage, two services that make it easy for people to discover, try and buy music and games respectively, from a range of artists and publishers, including exclusive content only available through Nokia. The Nokia Music Store went live in the UK in November 2007 and the N-Gage games service is expected to go live in early 2008. In December, it announced Nokia Comes With Music, a program that will enable people to buy a Nokia device with access to millions of tracks from a range of artists. Nokia Comes With Music is expected to become commercially available in the second half of 2008. Mobile Phones introduced a broader entry-level portfolio, focusing on thinner design, and adding features such as music playing capability to many devices. Shipments of the slim and stylish Nokia 6300 GSM device, announced in late 2006, began in 2007. The Nokia 8800 Arte and Nokia 8800 Sapphire Arte were announced, bringing 3G capabilities to the Nokia 8800 series. The Nokia 8800 Arte began shipping during 2007. The Nokia 3110 Evolve, a mobile device with bio-covers made from more than 50% renewable material was announced in December 2007.
?
?
?
? ? ? ?
Nokia – India In India it has offices in New Delhi, Mumbai, Kolkata, Bangalore, Hyderabad and Ahmedabad. The Indian operations comprises of the company’s handsets and network infrastructure businesses, R&D facilities in Bangalore, Hyderabad and Mumbai and manufacturing plant in Chennai. India is a very important country for Nokia and is amongst the top three markets for it globally. Nokia has been working closely with operators in India to increase geographical coverage and lower the total cost of ownership for consumers.
5|Page
doc_363352670.docx