Answers to Nokia

a.

● Adaptability- the ability to adjust on a timely basis to new

technologies, new customers’ needs, new regulatory rules, and
other changes in conditions without losing focus or causing
significant disruption of core operations and commitments.
● Flexibility- the ability to design company strategies, processes,
and operational approaches that can simultaneously meet the
diverse and evolving requirements of customers, distributors,
suppliers, financiers, regulators, and other key stakeholders.
(Self-renewal)
● Speed- the ability to act quickly on emerging opportunities to
develop new products and services more rapidly, and to make
critical operational decisions without lengthy deliberations.
● Aggressiveness- an intense, focused and proactive approach to
eliminating competitors, delighting customers, and growing
employees (proactiveness)
● Innovativeness- a continuous priority placed on developing and
launching new products, services, processes, markets, and
technologies, and on leading the marketplace.
● New business venturing – by targeting new and old markets

b.

● Innovation through adding new features to the 3310 phone

● Targeting new markets with a cheaper version or as a second phone especially with the young
crowds.
● Targeting old markets for nostalgic reasons
● Participating at trade fairs i.e. at the Mobile World Congress in Barcelona to launch new Nokia
phones
● Massive advertising and marketing
● Licensing of devices to HMD

c. features include

● Reintroduction of the time waster game snake

● Playing snake in facebook Messenger HMD
● Simplicity of the phone
● Lighter handset
● Handset is more colourful with options in red, yellow, blue and grey
● Colour screen
● 2 megapixel camera
 ● MicroSD slot
● Opera Mini browser for basic web surfing
● Battery life- 22 hours talk time and a full month on standby

d.

● The right to appoint oneself as an intrapreneur. Intrapreneurs cannot

wait for the corporation to discover them and then promote them to
an entrepreneurial position. People must have the right to take the
initiative themselves.
● The right to stay with the venture- corporations often force the
originators of ideas and projects to hand over their creations as they
require additional resources, expertise and become better developed
and bigger. Intrapreneurs need the right to continue the project and
see it through.
● The right to make decisions: intrapreneurs need the right to make
important decisions that affect the future of the venture. Pushing
decision-making up the hierarchy moves it from people who know
and care to people who don’t.
● The right to appropriate corporate slack- in large bureaucracies,
managers control resources so tightly. It often is impossible to
redeploy them to more productive areas/uses. Intrapreneurs need
discretion to use a percentage of their budgets, time, and physical
resources to develop new ideas.
● The right to start small- large corporation have a home run
philosophy.
They prefer to have a few well planned large projects going.
Intrapreneurs need permission to create many small, experimental
ventures and let natural processes produce winners.
● The right to fail- Intrapreneurship cannot be successful
without risk, trial and error, mistakes and failures, false
starts are part of the process. If intrapreneurs are punished
for failure, they will leave the organisation, and others will be
reluctant ever to take chances again.
● The right to take enough time to succeed- the corporation
cannot set unrealistic timetables/short deadlines for
intrapreneurial effort to succeed. They must be patient
with their investment.
● The right to cross borders- Intrapreneurs often cross-
organisational boundaries to put together the resources
and people needed for the project. Corporate managers
 resist incursions on their turf. Intrapreneurs need
passports and the freedom to travel.
● The right to recruit team members- intrapreneurs need
the freedom to recruit from cross functional teams they
must assemble for the project. The team must be
autonomous, and members should have allegiance to the
team, not their former departments.
● The right to choose- independent entrepreneurs can
choose among many suppliers, financial resources,
customer groups, and personnel. The intrapreneur must
not face internal corporate monopolists who constrain the
choices for procuring resources. The intrapreneur needs
the freedom to choose from external sources when they
are superior.
● Eliminate unnecessary control, allows for divergent
thinking to encourage creativity which calls for less
control.
● Having an entrepreneurial vision, objectives and strategy