PRESENTED BY: Ahmed Nauman| Jawwad Janjua| Lauretta lauretta| Samuel samuel| Viren Singh

CONTENT
Introduction
About Leadership
Leadership & Change Management Issues
Leadership & change Analysis
Evaluation & Implication
Significance of Issues
About
Public Limited Company
CEO - Stephen Elop
Multinational communications and information technology
Founded in 1865, Finland
Employed Over 61,656 people across 150 countries
Market leaders for 14 years, in early 1990
Main Competitors Samsung and Apple
Microsoft acquired NOKIA in April 2014 deal totaling $7.9 billion

(Nokia,2016) (Yang, Lee April 27, 2012)

Who Killed ?
Technically Inferior
NOKIA was complacent
Poor Leadership
Nokia people weakened Nokia people
Terrifying Reputation of Higher Management
Afraid of the external environment
Not meeting their quarterly targets
High task and performance focus
Misleading Data Performances
Lack of Motivation in Middle Management

(O'Brien September 26, 2010) (Nokia, 2011) (Apple Inc. January 9, 2007) (BBC, 2013)
Leadership & Change Management Issue
Management
Cultural Differences &
Autocratic Leadership
(CEO of NOKIA - Stephen Elop)
(Ray, 2011)
Hofstedes Culture Comparison: Finland and Canada
(The Hofstede Centre, 2010)
Nokia & Microsoft Devices Group Business
Strategic partnership with Microsoft included:
Windows Operating System in devices.
Microsoft Bing as the major search engine.
Microsoft adCenter offering advertising services.
Nokia HERE GPS service integrated with Bing search
engine.
Combine Nokia content store with Microsoft Market
Place
(Torossian, 2016)
 Leadership & Change Management Issue
Internal Resistance to Change

Employees Resistance Shareholders Resistance

Disagreement and Resignations
(Neate, 2011)
Nokia stock decreased by 19%
after announcement of
partnership with Microsoft.
(Burrows, 2011)
Leadership & Change Management Issue
External Resistance

Customer Preference Technology Resistance Network Providers Resistance

Loyal customers were seeking an Disputes among Symbian and MeeGo

updated version of Symbian and software and application developers.
MeeGo not a new operating system. (Lukac, 2011)

(Edmonds, 2012)
Force Field Analysis
Forces For Change Forces Against Change

Culture Differences
New Leadership Strategy (CEO)

Employees
Market Change (Technology)
Strategic
Partnership with
Microsoft Technology Resistance
Competitors

Customers
Customer Demand

Shareholders

(Lewin, 1943)
Change Evaluation Kolb and Frohman's Model

Month to decide on a platform

Absent

Chaotic situations

No solutions

New Management - OS

Miscommunication, poor stakeholder analysis

Seek independent consultant to evaluate

High employee turnover, decrease in sales

Kolb & Frohman's Change Model (1970), Burrows (2011), Laamanen, Lamberg, & Vaara (2015)
 Lewins Model of Change: NOKIA as an Ice Cube
Theory Actual Change

Create a supportive Poor Communication with

environment for change the employees

Employees Turnover

Executing the Change Change In the Operating

System

Operating system was forced

Implementing the Change
on the users

(Keen, 1981)
 Emotional Response Shock- Abandoning Symbian
3.5
Y-Values OS, moving to Windows based
phones
3 Denial - Stakeholders and
customers were in the denial
stage
2.5
Anger - Walkouts and protest by
Emotional Response

employees, Negative Comments for Nokia

2 on social media and on internet.
Consumers were not happy as well

Bargaining - Users and developer

1.5 tried to ask for the facilities which they
were using before on the Symbian but
Y-Values denied by the organisation

1 Depression - Employees
resignations, customers switch to
android, drop in
share prices
0.5
Test- Users try out the new
windows OS
0
0 1 2 3 4 5 6 Acceptance - Facilities provided
by the Nokia were competitive and
TIME accepted
by the people.

Kolb & Frohman's Change Model (1970)

 CONCLUSION
- Culture Mismatch

- Poor Communication

- Slow response to Rapid market Change

- Failure to fulfil Customer Demands

- Products are not competent

- Missed goals , values and objectives

- Lack of Motivation

- High Employees Turnover rates

- Acquisition by Microsoft
References
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QUESTIONS