Change and Speed Managemet at Nokia

Introduction\nThis case try is prepared from an disposalal organic evolution and Change standpoint. It is a structure case to understand Organizational Change process at Nokia along with the methods used to hold the change and effects of such change management at heart the organization and its effects in the manufacture. The case draws attention to the occurrence that up until 2007, Nokia was the food market loss leader in mobile ph anes industry. The consequence of smartnessphones by apple and different manufactures in 2008 caused the market packet of Nokia to fall down significantly. This triggered Nokia to conform organizational change suppuration strategy in its melodic line operation. Nokia was a leader in 1998 and kept its leading note for several years and at the turn of the century Nokias products were revolutionary and transformed the inbuilt industry until Nokia was overtaken by apple with the approach of its iPhone in 2007. The introduction of the iP hone made orchard apple tree the market leader in smart phones and Nokias market packet started to dwindle. Nokia fell far target in the smartphone market. (Kristen, 2011). Nokia & Microsoft have bunked actually closely and aligned in the smartphone market since February 2011 when Steve Ballmer - Microsoft CEO and Pema Nokia-CEO, move the smartphone market with a strategical secernnership and Microsoft being the authority owner of Nokia this has led to a potential transformation of Nokia into rivals to orchard apple tree and Google.\n\nTransition\nDuring this transition, Viviane, Nokias one of the oldest employees who was hired in 1996 gutter date is part of this organization. onward the retrenchment Viviane used to work as Production motorcoach in Salo, Finland. As part of a successful organization she was one of those employees who had a study role in take Nokia as one of the market Leaders in 1998. fit in to Viviane We were revolutionary and transformed the industr y until the day it was overtaken by Apple. One of the e...