INNOVATION FRAMEWORK

Nokia:
Innovation Type: Process and Culture Innovation

According to analysts, Nokia served as the industry model for aggressively

and effectively segmenting the mobile phone market and developing a
number of products for segments.
1. Vision Nokias vision was to create and operate in, what the
company calls, an inclusive environment. An inclusive environment
refers to a culture which emphasizes individual and cultural differences
and seeks to benefit from these differences.
2. Mission Development and maintenance of an inclusive culture. This
inclusive was reflected every aspect of the companys work from
management decisions, to behavior, and to the way the company
related to its employees, customers and business partners.
3. Goal To create an inclusive environment, i.e. a culture which seeks to
uphold and benefit from diversity. Connecting people the Nokia Way.
4. Industry Handset manufacturing
5. Components
i.

Project management:
Nokias complete end-to-end Project Management Service
provides the resources to help operators achieve their targets.
The service is a comprehensive service solution. Nokia can
manage a deployment from initial project planning to final
acceptance and handover. Project Management includes all the
resources needed for a project, such as time, scope, cost, and
risk and quality management. The Project Manager provides the
main point of contact between the customer and Nokia
Networks, while a dedicated Technical Manager will be
nominated to lead system testing and integration activities. This
innovative offering is available with modular customized services
that enable Nokia to focus on the core operating business while
remaining on track to meet the ultimate business targets.

ii.

Collaboration:

With $700M under management, NGP specializes in growth-stage

investing seeking companies who are changing the face of
mobility and connectivity. Working closely with entrepreneurs
NGP offers market insight, a deep network and a global reach
spanning across the United States, Europe and Asia. NGP is an
independent fund manager backed by Nokia.

iii.

Coordination:
A lack of coordination in an organization can decrease
productivity, complicate processes and delay the completion of
tasks. In order to coordinate the efforts of an entire organization,
the organization requires a systematic integration of a process
that creates accountability within the organization. Implementing
this type of process allows inter-departmental coordination
throughout the organization between employees. Recognizing
early signs and symptoms of not having coordination in an
organization can help it prevent further damage and accelerates
coordination enforcement.

6. Porters five forces

Barriers to entry = f (investment, policies, environment) high
Bargaining power of suppliers low
Competition high
Bargaining power of buyers high
Substitutes high
7. Operations in 15+ countries regulatory compliance, culture,
collaborator partners
8. Nokias reputation was in high-volume low-margin sales,
which served the company well in the first wave of smartphones,
before they dropped the ball and fell behind.

9. Innovative (Business framework) Cash cow

Nokia Research Center is actively engaging in Open Innovation through
selective and deep research collaborations with world-leading institutions.
By sharing resources, leveraging ideas, and tapping each others
expertise Nokia has been able to create vibrant innovation ecosystems,
multiply our efforts, enhance innovation speed and efficiency, and derive
more value for our organizations and ultimately for our end-customers.
Ideas process for acceptance
Flat organization structure
Culture open, accessible, non-bureaucratic
Customization -> standardization
Rewards and recognitions

10.

Research and Development:

Nokias R&D operations were scattered across the world in 69 sites, and
its 19,579 engineers, designers and sociologists. They were given
complete freedom to operate and develop their own ideas, over and
above officially designated research projects. Nokias research culture
focused on helping employees challenge themselves, and not shy away
from making mistakes. Researcher were encouraged to develop their own
ideas, and all ideas were given due respect.