Winning Across Global Markets: How Nokia Creates Strategic by Dan Steinbock
By Dan Steinbock
Classes for achieving international competitiveness, one industry at a time, from foreign company large NokiaWinning throughout international Markets examines how 145-year-old Nokia grew from a paper mill in Finland to a multinational telecommunications chief. Why are Nokia's classes serious for different businesses and industries? whereas multinationals dependent in huge nations reap the benefits of inherent advantages--such as a house base that regularly bills for 30 to 50 percentage in their revenues--multinationals established in smaller nations reminiscent of Nokia, take pleasure in no such aggressive part. Nokia, in reality, generates below 1% of its sales in its domestic base. To any such corporation, international competitiveness is an issue of existence and loss of life. With remarkable entry to Nokia's leadership, Winning throughout international Markets finds the impressive tale of Nokia's resilience and persistence. exhibits how Nokia's flexibility and concentrate on its humans and native markets force its specific international approach.Includes particular interviews with Nokia's senior executives and key partnersProvides a roadmap for constructing, shooting, and maintaining worldwide advantageThis booklet presents a roadmap for constructing, taking pictures, and maintaining strategic international virtue in latest ever-changing global.
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Extra resources for Winning Across Global Markets: How Nokia Creates Strategic Advantage in a Fast-Changing World
They want to improve not only their own personal lives, but also the ways of the world. Their mission is not just individual, nor is it collective. It is not some sort of abstract humanism; it is very concrete and practical, and at times almost stunningly bold. They sincerely hope and want to change the world—for the better. The Inner Circle Works as an Integral Whole In the late 1990s Jorma Ollila delegated substantial autonomy to an inner circle of a handful of GEB members: his right-hand man Pekka Ala-Pietil¨a, international business specialist Sari Baldauf, globalization expert Matti Alahuhta, and then-CFO Olli-Pekka Kallasvuo.
A lot of people had to go, and a lot of businesses would have to be sold,’’ recalls Ollila. After the start of the strategy process in spring 1993, he proposed to the board that Nokia should sell everything except Nokia Mobile Phones and Nokia Telecommunications. Nokia’s board did not oppose the new course, but it wanted a second opinion. So Nokia hired the management consulting firm McKinsey to explore whether the proposed focus was too narrow. McKinsey’s bottom line? ’’ The mandate was made official at the 1995 board meeting in Hong Kong.
Nokia’s senior executives believe that routine business coverage that tends to associate a company’s success or failure with one individual is conceptually flawed and potentially damaging to the team spirit. Compared to aristocratic business elites and larger-than-life egos, Nokia’s senior executives may be a refreshing exception. ‘‘A profile is a lie,’’ said Nokia’s then-President Pekka Ala-Pietil¨a. ’ It’s a false picture . . ’’ During his Nokia era, Ala-Pietil¨a was known as a humble leader.