“To effectively communicate, we must realise that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.”
– Tony Robbins, Entrepreneur; Author & Peak Performance Strategist
The turbulent path that former giant, Nokia, took prior to the sale of its devices and services businesses to Microsoft in 2014, makes it a great case study not just for strategic management but also for change. It showed just how critical change management is to achieving effective transformation. Throughout their struggle to regain leadership, they developed strategic partnerships and discontinued old technology while introducing new leading-edge ones. Where they lacked was in mobilising their people around the change. Through this period of re-strategising, around a thousand Nokia employees walked out of their Finland office to protest the impending change. There was insufficient effort and commitment to manage the transformation process.
This article was first published in Print Singapore Issue #003/2015, a bi-monthly publication of the Print & Media Association.
Author: Jacqueline Gwee, Director, aAdvantage Consulting
Jacqueline has had over 25 years of broad-based human resource, change management and business excellence consulting experience in both the public and private sectors. She leads the Research & Insights, Business Excellence & Human Resources solution areas within aAdvantage Consulting. She has worked with clients from a range of industries including property, banking & finance, software development, electronic manufacturing, trading, chemicals, government services, healthcare and construction & engineering.
Her areas of consulting experience include organisational reviews, design and conduct of organisational and public perception surveys, compensation and benefits advice, job evaluation and performance management systems, executive search & selection, organisational development, corporate restructuring, change management and career & outplacement counselling.