LEADERSHIP AND CHANGE MANAGEMENT IN NOKIA

Leadership and Change Management



Introduction3

Discussion4

Nokia7

Organisational Change in Nokia8

Change Management9

Rationale for Change Management10

Different Approaches to Change Management11

Leadership and the Human Dimension of Change12

Environmental Scanning of Nokia15

SWOT Analysis15

Strategies Opted by Nokia16

Corporate Level Strategy16

Business Level Strategy16

Functional Level Strategy16

Porter's Five Forces Model17

PESTEL Analysis18

Barriers to Change Management18

Readiness for Change19

Change Implementation Strategy21

How Nokia Ride the Rollercoaster of Strategic Agility?21

Conclusion24

Recommendations for Nokia25

References27

Leadership and Change Management in Nokia

Introduction

Change is an inevitable phenomenon in businesses. “Behaviour change is a personal issue. Groups don't change, teams don't change, and companies don't change: individuals change” (Kotze, 2006, p. 17). Nevertheless, organisational change takes place when individuals change because of the unified nature and influence of 'change'. Organisational changes can also be initiated, on the other hand, by managers before other forms of change affect it. Regardless of which direction change flows, its influence is always pervasive (Mullins, 2007).

Change management is thus, the process of moving from an upright position to a pre- specified target to achieve specific objectives within the framework of a clear vision shared between the leadership and employees, through which they can make changes in a particular system. It is a structured approach to the shift of individuals, teams and organizations from its current state to a desired future state. The purpose of this organizational process is empowering employees to accept and support the changes in their current business environment.

Several different factors may cause the initiation of change for instance, globalisation, uncertain economic conditions, scarcity of natural resources, and fierce world competition, political interests and government interventions and rapid technological developments, etc. The implementation of planned organisational changes generally carried out to help companies manage changes in the external environment, and indicate a general interest to get better (Mullins, 2007). The basic fundamental objectives in general terms may be:

Modification of the behavioural styles of members of the organisation, and

Improvement in the ability of the organisation to tackle changes in its environment

This paper aims to report on how Nokia has undergone a 'radical' change and demonstrated a response to market pressures by setting about an internal reorganization. This paper also attempts to identify the internal and external factors that may have led to the change and the rationale for the implementation of the organizational change. The impacts of the change will also be discussed with specific reference to the areas of leadership styles and practice; and barriers to implementing the change. At the end of the paper, recommendations will also be offered for the organisation as to the appropriateness of the existing leadership of the organisation and how the process of change could have been managed more effectively and efficiently.

Discussion

“It's not because it is hard that we dare not, it is because we do not dare that it's hard”.

Promoting change benefits within organizations is not an easy task, especially when the company has a lot of diverse people with different approaches and adaptation towards “change”. The organization needs to be aware of the acceptance level of its stakeholders while implementing ...