Nokia CEO ended his speech saying this "we didn't do anything wrong, but

somehow, we lost".

During the press conference to announce NOKIA being acquired by Microsoft,
Nokia CEO ended his speech saying this "we didn't do anything wrong, but
somehow, we lost". Upon saying that, all his management team, himself
included, teared sadly.

Nokia has been a respectable company. They didn't do anything wrong in
their business, however, the world changed too fast. Their opponents were
too powerful.

They missed out on learning, they missed out on changing, and thus they lost
the opportunity at hand to make it big. Not only did they miss the opportunity
to earn big money, they lost their chance of survival.

The message of this story is, if you don't change, you shall be removed from the

It's not wrong if you don't want to learn new things. However, if your thoughts
and mindset cannot catch up with time, you will be eliminated.


The advantage you have yesterday, will be replaced by the trends of tomorrow.
You don't have to do anything wrong, as long as your competitors catch the
wave and do it RIGHT, you can lose out and fail.

To change and improve yourself is giving yourself a second chance. To be forced
by others to change, is like being discarded.

Those who refuse to learn & improve, will definitely one day become redundant
& not relevant to the industry. They will learn the lesson in a hard & expensive

Change the GAME Energizing our Organization And Creating ACCOUNTABILITY For Results "CREATING A CULTURE OF ACCOUNTABILITY" . MITRAJAVA 2017 RESOLUTIONS 1. Change the CULTURE The Break Through for } 2.

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-·-----· ···-·--···----···-----------------. Own It.-.···-···-·...···.-··· --··-· ··-·· . --·-.--------------------·-·-·· --·------------···---------·--.-------·... Building an environmen� of trust __ -·-·-·--·-· ___ .-. Asking for and offering feedback -I. liiiiiliiii¥ l.- Best Practices Grade .»m • . Constantly asking. Ensuring that my work is aligned with Key Results ________________ 4.-.. ---·--·--· -·------· ..··-· .--··--------· --.___. Being open and candid in my communication 3.·-----------·-· -··--.--··· ··---·-·-----.--------· ---·-------.----. ···-·-· --..-----··-· . Being personally invested ·-· ..&. ! 2.-··----·..1-----< 3. Solve It. ·--.------·.·j 4. Learning from both successes and failures I ---·. H 3. Ac!!ng on the feedback that I receive .. / . . ·--· ----------· ------· -----------1--' -� 2...� L From To c1 c2 C 1-Current Culture that produces R 1 C2-Needed Culture that produces R2 . See It. ..1.___ __ ____.-··· ·-----·--. Doing the things I say I'll do I .. Tracking progress with proactive and transparent reporting ---------··-. "What else can I do?" ------------�- Best Practices Grade � .---···-. Do It® Best Practices 2. Staying Above The Line by not blaming others ! .. ___________________ J______.

.\�." "Just tell me what you want me to do. no organization can afford to pay the price for a lack of Felt Powerless and Out of Control 81% accountabiiity.. SOURCE: Partners In Leadership Accountability Workplace Study. Pointed Fingers and Blamed 88% In a complex and challenging business environment.: ?i. Research shows 93% that the vast majonty of people...> · :. 70% resulting in a "run for cover'' mentality when anyone mentions the word.You don't listen when others tell you. ·. engage in these ineffective behaviors in their daily work. directly or indirectly. rather than on what you can do. The Price Paid for Lack of Accountability Percentage of survey respondents who engage in these unproductive behaviors: The price that is paid by both individuals and organizations for a lack of accountability can be significant.... your boss.. Greater accountability eliminates the time and energy spent in unproductive behavior that produces wasted effort and confusing distractions. the economy's performance. . :--<. that they think you could have done more to acl1ieve better results. a Wasn't Personally Invested 68% positive and principled view. . You spend a lot of time talking about things you cannot change (e. You cite your confusion as a reason for not taking action. . Your discussions of problems focus more on what you cannot do." "There's nothing I can do about it." You find yourself spending valuable time crafting a compelling story detailing why you were not at fault.1 .}( .i_ "!r. at all levels of an organization. · ._ How to Recognize When you are Below The Line ® You find yourself blaming others and pointing fingers. •• . N L EA o ·E R s H . " "All we can do is wait and see. p culture TRACK™ TRAINING· __ �L �. Unfortunately.�ttzc�. · You feel you are being treated unfairly and you don't think you can do anything about it. · You find yourself saying: "It's not my job.a. ' • •••• . people in most organizations only worry about accountability when something goes wrong.. government regulations).g. 2012 · · · · r AR r N ER s .. shareholders. accountability tor results becomes something that everyone embraces as a helpful step in making 68% things happen. By introducing a new view of accountability.

You don't waste time or energy on things you cannot control or influence. "What else can I do to achieve the result?" You proactively report on the progress you 're making on results. or not doing. that is getting in your way of progress. . and deliver on the promises that you've made. � You take the initiative to clarify your own responsibilities and accountabilities. . You invite candid feedback from everyone about your own perl:ormance. You recognize when you are dropping Below The Line and act quickly to avoid the traps of the Blame Game.How to Recognize When you are Above The Line ® _. hold to agreements. You keep your commitments. You constantly ask yourself the question. You look first at what you are doing.

Feedback Creates Accountability .

Is.l.11 [!)�[!) The results we achieve are a product of the actions we take. . · .The Results Pyramid ® Refresh your understanding of the models with video segments. The beliefs we hold are created by the experiences we have. The actions we take are influenced by the beliefs we hold. • .� .

.. · Cultural Transition I in order to achieve the desired results. � ulture i-s The way people think and act within the organization in order to � Og n z 1 achieve results.. ..-.-. . -----· -· ·-----. .... ·--· -·. __ _ _ .... . · -. I ! I ·-···· --······. r a i � t i � -�a ........ 1 ... What is Organizational Culture? .... .1 EXPERIENCES . .. · Changing the way people think and act within the organization .... -··-··-···. . . I -······ ..

Levels of Beliefs We are focused here .

--·: •:·... ·...-'. ·�-..-� "� .r� ./.�. p<.�t_....fti .�·�i�.....t�t�.:>�� . ::i��:����:�-����-�\��\-'�:�!t�...···?..(�·-L-·<.. '..> -�:.H:'. w:. Building an Accountable Culture that Drives Results C 1 Current Culture C 2 Desired/ Needed Culture Rl Current results-whether they are the results we t want or not! 1 Actions people currently take that either assist or C c1 impede our quest for results.·N �EA O E-R-.�.�\ 1 ==�1�. many of which do not foster the actions we want people to take. .��-.:culfure·TRA{irr� TR A l: Ni 'Nc' :: /:.. C E1 Current and past experiences that are the basis for current beliefs PARTNERS . 91 Beliefs petlple currentfy hold.

.Alignment of Culture and Results i----·· ---. .- Without Alignment With Alignment ' I I J Alignment: Common beliefs and concerted action in collective pursui t of a clear result._ _ ·--------------- .

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