Nokia Case Study
NOkia
Organisation structure at Nokia
Introduction
Nokia is an international producer of computer software, internet and telecommunication equipment, it is one of the major candidates competing in the smart phone industries (Studymode2013). Dominating the market around 15 years, Nokia was perceived as the more dominant and relentless brand within its industry. However, due to a number of problematic issues within the company, Nokia was forced into making implosive and drastic design resulting in the “down fall” of the company. One of the major issues which contributed to Nokia down fall was the lack of organisational structure within the Nokia organisation. The organizational structure had become so convoluted that it was hard for the teams to work as a coherent group being consistent in their products as information often took long to process and correspond too. The lack of organisational structure within the company left Nokia exposed to external rivalry such as Apple and Samsung, as crucial decisions were either made too early or too late.
Another issue is that separate departments within the organisation focused on different goals and objectives, as other sectors were more concerned politically instead of focusing on the future development of the company. Organisational structure and innovation are key component in the success or prosperity of a company and can be the difference between being prosperous and coming up short. This report will argue that Nokia’s organisational structure was of a poor quality and led to poor decision making and lack of innovation. Furthermore, this paper will provide recommendation for implementing a stronger and more effective organisational structure. Analysis a Critical Evaluation The organisational structure is an important foundation, for organising and managing function within the company; as it establishes a system of task, workflow, reporting relationships and communication channels that link to
Organisation structure at Nokia
Introduction
Nokia is an international producer of computer software, internet and telecommunication equipment, it is one of the major candidates competing in the smart phone industries (Studymode2013). Dominating the market around 15 years, Nokia was perceived as the more dominant and relentless brand within its industry. However, due to a number of problematic issues within the company, Nokia was forced into making implosive and drastic design resulting in the “down fall” of the company. One of the major issues which contributed to Nokia down fall was the lack of organisational structure within the Nokia organisation. The organizational structure had become so convoluted that it was hard for the teams to work as a coherent group being consistent in their products as information often took long to process and correspond too. The lack of organisational structure within the company left Nokia exposed to external rivalry such as Apple and Samsung, as crucial decisions were either made too early or too late.
Another issue is that separate departments within the organisation focused on different goals and objectives, as other sectors were more concerned politically instead of focusing on the future development of the company. Organisational structure and innovation are key component in the success or prosperity of a company and can be the difference between being prosperous and coming up short. This report will argue that Nokia’s organisational structure was of a poor quality and led to poor decision making and lack of innovation. Furthermore, this paper will provide recommendation for implementing a stronger and more effective organisational structure. Analysis a Critical Evaluation The organisational structure is an important foundation, for organising and managing function within the company; as it establishes a system of task, workflow, reporting relationships and communication channels that link to
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