Strategy-In-Action: Marrying Planning, People and Performance (The Global Leader Series Book 4)

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Similarly, Blackberry also failed to see the shift in the mobile market from a communicating device to a multi Media device.

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Phones transcended the mere communication and functional level to take control of our social lives and presence. The social sites and e commerce growth were trends and changes that both these behemoths failed to see or gauge. They still remain extremely hardware centred, building very physically robust devices but perhaps falling short on the imagination part.

I think this is entirely a matter of leadership vision and imagination. Another consideration is that Nokia stayed committed to hardware-based human-computer factors as differentiation far longer than it should have: optical strip for scrolling, buttons for menus, buttons for navigation, etc.

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What the iPhone showed is that software-based UX was the more flexible and powerful approach. Good article. Interesting side note: While working in Japan around , I heard "on the street" that Nokia ran a research center in Japan. Intended to tap the vast and growing Japanese mobile market. They saw everything that was coming in the Western world. Good cameras. Mobile email messaging on a mass scale. Multi media devices. Long before the iPhone was invented. Nokia deemed the Japanese market too challenging and closed their research center.

Turned a blind eye. The competition was already too far ahead. Nokia is still alive Go check. Only it's User Interface didn't keep up with the emerging competition. I agree with everyone, broadly. I'm working on to establish a Corporate and Product Branding Consultancy in town Accra, Ghana , and this article on Nokia, like others, is what I've been looking out for, to help learn and know how to start and grow an enterprise and keep it growing and succeeding decade after decade, century after century!

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I'm learning! I would love to also see something similar about Blackberry. They were the prime brand for many early adopters and business users of cellular phones here in the USA. I wonder if their demise was also due to strategic mistakes, and if similar to Nokia they also got bogged down with tactical activities and lost sight of overall strategy. If the company is at crises, what should the managers do? Could it be one of the option go for advices from top management consulting firms or any other third parties that can help to formulate better strategies to save the company?

Assuming they went for consulting firms, then the firms were failed to help Nokia as well? Captain of the ship knows how to sink the boat. Stephen the first non Finnish CEO in history of Nokia joined in from Microsoft and made a deal to use Windows only despite the fact that Android was growing and already captured huge market share.

There was alot of pressure from Nokia employees to move to Android but he ignored all. He fired alot of people. He later sold Nokia mobile business to Microsoft and earned millions of dollars in the deal. Later, he joined Microsft again. Looks like the plan was to promote Windows Mobile at the cost of Nokia that failed badly. Your Privacy. For this reason, we inform you that the data collected via the form above is processed electronically for the purpose s specified in this form and will not be used outside this framework.

Developing Your Leadership Pipeline

In accordance with the Data Protection Act of 6 January amended by the GDPR, you are granted statutory rights of access, modification, update, deletion and limitation of treatment of your personal data. You have the right, on legitimate grounds, to object to the collection and processing of your personal information. Don't Forget the "Food for Energy" Issue - I would like to add that although this is a really good article, Excelent Content - Great content.

In a rapidly changing business environment disrupted by increased regulatory reforms, digitalisation, societal demands, capital A series of blog posts about how changes in culture and technology are reshaping what managers do. Supported Browser. You are currently running a browser that appears to be out of date.

Please update your browser. Latest Articles. The swift decline The following years marked a period of infighting and strategic stasis that successive reorganisations did nothing to alleviate. Why Successful Companies Usually Fail. Shiven , Microsoft was saved just in time.

Samantha , Unless I am misremembering, I. Arijit , Just imagine, if Nokia had. WRT , Hart , Agile Coach. Nokian , Nokia still exists.

Nokia actually pioneered apps. Atto-Kwamena , Good Contributions! Great article. Sheila Yovita , I wonder if Nokia once ever hired top consulting firms. Aaqib , Add a comment Already a member? Some companies, however, do succeed in building a steady, reliable pipeline of leadership talent by marrying succession planning with leadership development. Eli Lilly, Dow Chemical, Bank of America, and Sonoco Products have created long-term processes for managing the talent roster throughout their organizations—a process Conger and Fulmer call succession management.

Drawing on the experiences of these best-practice organizations, the authors outline five rules for establishing a healthy succession management system: Focus on opportunities for development, identify linchpin positions, make the system transparent, measure progress regularly, and be flexible.

The company—and most other best-practice organizations—also relies on Web-based succession management tools to demystify the succession process, and it makes employees themselves responsible for updating the information in their personnel files. Best-practice organizations also track various metrics that reveal whether the right people are moving into the right jobs at the right time, and they assess the strengths and weaknesses not only of individuals but of the entire group.

These companies also expect to be tweaking their systems continually, making them easier to use and more responsive to the needs of the organization.

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Why, then, do traditional succession plans so often fail? Because great leadership at the top of your organization actually begins in the middle, where your high potential managers acquire the broad range of skills they need to succeed in more senior roles. You build the strongest leadership bench when you practice succession management —combining succession planning and leadership development in a comprehensive process for finding and grooming future leaders at all levels of your organization.

Developing your leadership pipeline is labor-intensive. The reward for your efforts? The right skills at the top—and everywhere else in your organization. Integrate succession planning with leadership development to ensure that you know what skills future leaders need as well as how they can learn them. Bob, a high-potential marketing manager at Eli Lilly, needed more operational experience to qualify for an executive position. Keep a full pipeline for those linchpin jobs by regularly identifying high-potential candidates.

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Also, regularly evaluate performance of linchpin incumbents to determine their potential for even more challenging assignments. Sunoco then designs challenging assignments for its best plant managers. It offered one manager who had risen through the ranks at a very successful plant the opportunity to turn around a struggling plant. You create a stronger leadership bench when you openly tell managers where they stand on the performance and potential ladder, and what they need to do to advance.

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To make your succession management process more transparent, consider Web-based succession management tools that allow easy and secure access to information for developing leaders and their managers. Measurement helps you see where the pool of candidates is too shallow and when the number of attractive jobs is too limited to retain your highest-potential managers. Ivester and Barad failed, in part, because although each was accomplished in at least one area of management, neither had mastered more general competencies such as public relations, designing and managing acquisitions, building consensus, and supporting multiple constituencies.

In most companies, the two practices reside in separate functional silos, but they are natural allies because they share a vital and fundamental goal: getting the right skills in the right place. The fundamental rule—the one on which the other four rest—is that succession management must be a flexible system oriented toward developmental activities, not a rigid list of high-potential employees and the slots they might fill.

By marrying succession planning and leadership development, you get the best of both: attention to the skills required for senior management positions along with an educational system that can help managers develop those skills.

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Early intervention might have exposed her limitations and provided an opportunity to develop these skills—and perhaps would have kept her career on track. Leadership development, as traditionally practiced, focuses on one-off educational events, but research at the Center for Creative Leadership in Greensboro, North Carolina, has shown that participants often return to the office from such events energized and enthusiastic only to be stifled by the reality of corporate life.

Eli Lilly, for example, has a biannual action-learning program that brings together potential leaders, selected by line managers and the human resources department, to focus on a strategic business issue chosen by the CEO. In , one such team was charged with developing an e-business strategy as a new avenue of growth—an issue that was a pressing concern at the time. The group interviewed more than people over five weeks and in the final week developed a set of recommendations to present to senior managers—who took their ideas quite seriously. For example, the group recommended naming an e-executive and providing a certain level of funding to the initiative.

Such programs have increased in importance because many companies, in downsizing and creating economies of scale, have eliminated a number of the roles that used to be prime training grounds for top management. Look at Dow Chemical. Under its old organizational structure, some 60 countries had country managers—who were, in essence, country presidents—to whom all the business units and functions reported. These roles served as excellent opportunities for developing general management skills.

In , the company consolidated into 30 global business units built around business and functional specialties like the manufacture of a specific set of chemicals.