Nokia - Service Strategies

Rome Wasn’t Built in a Day – But its 

Success was Engineered Through 

Exceptional Management 

Phil Miller 

Director, Level II TACs – Nokia Enterprise Solutions 

1 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM

Before We Begin, a Thought ….. 

The human mind is a wonderful thing. 

It starts to work the moment you are born, 

and never stops 

….. until you stand up to speak in public. 


Nokia – An Overview 

A multi-industry conglomerate that became the leader in mobile communications. 

Nokia Company 

A paper-making business which stretches back to 1865 

The Finnish Rubber Works 

Not surprisingly a rubber company at the leading edge of technology 

The Finnish Cable Works. 

Formed in 1912 on the back of the explosive growth of electricity into homes 

Nokia Corporation was formed in 1967 through the merger of these three 

companies 

The rest is almost history…. 


So why the title 

Rome Wasn’t Built in a Day 

But its Success was Engineered 

Through Exceptional Management 


Roman Architecture 


The Nokia Values – Our Foundation 

Customer Satisfaction 

Customer satisfaction directs our strategies and actions 

Respect 

We treat others with trust and respect 

Achievement 

We are inspired and driven by our shared vision and goals 

Renewal 

We believe that continuous learning comes through a willingness to change and develop 


Investing in People (IIP) 

People are the most valuable asset of any organization 

Investing in People (IIP) is Nokia’s Performance 

Management Process 

Supports the implementation of Nokia strategy 

and values 

IIP discussions between the manager and 

employee 

Occurs at least twice a year 


IIP Process 

Nokia 

Values 

Clear 

Linkage 


Value for all 

Better understand expectations of the job & as a result of 

business strategy 

Efficiently plan professional development 

Receive structured feedback about performance 

Input to reward according to performance 

Manage team performance 

Ensure competencies are continuously renewed 

Provide team member feedback and get feedback themselves 

Employee 

Manager 

Execute organizational strategy & values 

Manage Nokia’s overall performance 



Job Descriptions and Person 

Specifications 

Defines the role and responsibilities of the successful candidate 

Provides data from which a person specification can be drawn up 

Furnishes the basic details for a job advertisement 

Allows candidates to determine if they have the necessary skills for the job 

Identifies the initial training needs and the longer term development needs 

A good Job Description should include 

the main purpose of the post 

the main duties and responsibilities of the post 

the scope of the post 

The Person Specification 

Establishes the essential criteria against which all candidates will be judged 

Sets desirable criteria which can be used to establish the most suitable candidates 

Provides a template for interview/selection 


Documented Career Planning 

Nokia wide “Career Compass” 

Lists Job Profiles for each role 

A dedicated “Career Compass” for each 

area of the organisation 

The one shown is for “Quality and 

Process” 

Clicking on a job title in the Career 

Compass displays all possible Job Profile 

combinations. 


Sample Job Profile 


Competence Evaluation 

Development and competencies discussion is held & documented 

once a year with half a year review 

Job Profile = Organizational Requirements for the Job 

Nokia Job 

Basic Global description 

for a job in Nokia 

BG/Platform 

Profile 

Addition to Nokia Job to 

further specify Business 

Group Requirements 

Job Profile 

Visible to employees and 

loaded in IIP Competence 

Evalu at ion Modu le 

Job Ti t le 

Main Areas of Responsibility 

Individual Portfolio 

Environm en t 

Scope 

Impact 

Profile Title (BG/Platform) 

Key Tasks 

Process & Professional 

Competencies 

Nokia Values Based 

Competencies 

Network 

Nokia Job 

BG/Platform 

Profile 

In addition to the Job Profile, the employee’s specific tasks 

(objectives) plus the Competence Requirements are included 

in the Competence Evaluation 


Personal Development Planning 

Action planning and scheduling for 

development areas based on 

competence gaps (reviewed biannually) 

Common agreement on the level to 

which the required competence 

should be developed 

Two-way feedback on strengths & 

development areas 

Short Term 

Transfer/ 

Rotation 

Coaching and 

Mentoring 

Classroom 

Training 

Self St u dy 

E-Learning 

Project Work 

On-the-Job 

Training 


Learning Methods 

On the Job Development 

Experience 

70% 

Developmental Jobs 

Assignments 

Feedback & Relationships 

Assessment 

Mentoring 

Coaching 

Awareness 

20% 

Performance 

Make every day 

be your Learning Day 

Classroom & Training 

Skill & Competence 

Knowledge 

10% 



70% 

Developmental experiences 

Undertaking developmental jobs/projects or assignments 

(“on-the-job learning”). 



20% 

Self Awareness 

Understanding our strengths, weaknesses development 

needs and focus areas 



10% 

Acquiring Knowledge 

Through classroom training or e-learning 


70/20/10 Examples 

Experience 

(70%) 

Increased decision making 

Turning around a difficult 

business situation 

Working in new functional 

areas 

Gaining exposure to foreign 

countries 

Launching new business 

initiatives 

Having more direct reports & 

higher quality direct reports 

Awareness 

(20%) 

Interacting with peers 

Working with a coach or 

mentor 

Undertaking 360o 

Assessment and Feedback 

Attending formal 

training/education 

(10%) 

Addressing people skills 

Addressing technical skills 

Addressing key business 

skills 

Includes formal degrees & 

programs 


Career Development – Personal Drivers 

There are many personal drivers 

Hierarchical 

Simple ladder climbing 

Personal fulfilment 

Execute 

Explore 

Build 

Developing competencies and skills 

Not every move is “up” 

Horizontal moves 

Seek 


Managing Careers 

Reactive Management 

Going along with the flow 

See what happens 

Missing development opportunities 

Not planning ahead 

Proactive Career Management 

Where the individual wants/needs to be in the 

future and plan a route 

Work with Management and Others 

Manage career & development competencies 

Resulting in 

Placing staff in a good position for when 

opportunities arise 

Improved performance in their current role 

and increasing their learning agility 

Developing future potential and value 


Nokia’s Career Landscape 

Nokia’s philosophy 

Part based upon Career Self Reliance 

Employees have the ultimate 

responsibility for their long-term career 

development - Nobody else can take that 

responsibility. 

The manager’s role 

To support career development 

By providing a supportive environment 

and coaching. Nokia aims to provide a 

stimulating environment and tools that 

support career development 


Nokia Leaders Create ….. 

Nokia Leaders Create an Environment where People make the future of Nokia 

Values Based Leadership 

creates commitment and 

passion 

Fact Based Management 

ensures direction and 

efficiency 

I n s p i r e 

C o l l a b o r a t e 

C o a c h 

S e t t a r g e t s 

E x e c u t e 

R e v i e w 


Nokia Leaders Create ….. 

Balance 

Values Based Leadership 

leading according to Nokia values 

Personal Growth 

and Balance 

the personal fundamentals 

of a successful manager 

and leader in Nokia 

Fact Based 

Management 

operating according to 

Nokia’s operational 

principles 

Balance between leadership, management and personal growth 


Leadership Roles 

Responding to global and complex business environments 

Team 

Leadership 

Business 

Leadership 

Strategic 

Leadership 

Coaching people and 

leading teams 

+ 

Mobilizing people and 

implementing strategy 

+ 

Inspiring people and 

orchestrating business 

and strategic direction 

+ Business Leadership 

+ Team Leadership 

+ Team Leadership 


Leadership Competencies 


Values Based 

competencies 

Team 

Leadership 

competencies 

Business 

Leadership 

competencies 

Strategic 

Leadership 

competencies 

• Integrity and Humbleness 

• Openness and 

Communication 

• Diversity 

• Team Player 

• Innovation 

• Learning Agility 

+ 

• Trust and Empowerment 

• Developing Others 

+ 

• Mobilizing People 

• Change Management and 

Leadership 

+ 

• Inspiring People 

• Continuous Renewal 

Values Based 

Leadership 

• Quality Orientation 

• Decision Making 

•Valuing Customers 

• Planning and Organizing 

• Strategy Implementation 

• Managing in a Global and 

Complex Environment 

• Orchestrating Business 

and Strategic Direction 

• Collaboration 

Fact Based 

Management 

+ Team Leadership + Team Leadership 

+ Business Leadership 

Common for 

all Nokia people 

Nokia Management and Leadership competencies 


Focus Areas 

People leadership 


Leadership 

Business 

management 

Nokia Fact Based 

Management 

Nokia Values 

and culture 

Personal 

Growth and 

Balance 

Self-awareness 

and work-Life 

balance 

Professional 

competencies 


competencies 

Professional 

expertise 

Personal 

commitment 

and passion 


Alternative Learning for Individual Development 

Nokia Management 

and Leadership 

360 Assessment 

Self-Directed 

Learning 

Coaching and 

Mentoring 

Nokia development 

programs and 

workshops 

External learning 

opportunities 

• Leader 360 

• NMLA 

• Team 

Leadership 360 

• E-learning 

• Virtual presentations 

• Intranet 

• Internet 

• Coaching 

• Mentoring 

Nokia wide: 

• Zoom 

• Focus 

• Lead Yourself 

• Coaching for Success 

• Leadership 2006 

• Panorama 

• Programs 

• Courses 

• Workshops 

• Fairs 

• Business 


• Strategic 


• Books 

• Business magazines 

On-the-job learning 

Challenging assignments, Internal transfer, Projects, Job enhancements, Shadowing 

Continuous self-reflection 

Learning Center 

Offerings 

Business specific: 

• Account Mgmt 

Learning Path 

• Choices 

• Compass 

• Connector 

• MAP 

• PPM 

• Meet the Challenge 

• Senior Mgmt 

Learning Path 

• Consulting 


Management and Leadership 360 o 

Manager 

Nokia Management and Leadership Assessment 360 

(NMLA) helps to identify personal strengths 

and development areas 

Manager 

Employee* 

Colleague 

Colleague 

Participant 

Colleague 

Feedback 

facilitator 

Participant 

Colleague 

Participant 

Employee* 

Employee* 

Colleague 

Employee* 

Employee* 

Colleague 

Employee* 

Feedback for participant 

through web-questionnaire: 

• Team Leadership 360 

• Business Leadership 360 

• Strategic Leadership 360 

Individual feedback and 

coaching session 

with a certified feedback 

facilitator based on 360 

assessment results 

Sharing key findings and 

discussing how to improve 

• with manager and line HR/D 

• with own team 

Employee* = employee having reporting relationship with a participant 


Global Management and Leadership Programs 

= agreed with manager in IIP = nomination based 

Team Leadership 

learning path 

Business Leadership 

learning path 

Strategic Leadership 

learning path 

Nokia Executive 

Development (NED) 

learning path 

• Self Leadership 


Lead YourSelf 

• Team Leadership 

and People Processes 

• Coaching 

• People Leadership 

• Strategy and business 

• Finance 

• Processes, programs 

and project 

Zoom 

Five modules 

Focus 

Three modules 

Coaching 

fof Success 

Business specific 

program and modules 

Account Mgmt Development Path, 

Choices, Connector; Compass, MAP, 

PPM; Senior Mgmt Development Path 


Executive 

Development 

(NED) 

• Change leadership 

and management 

Facing Change 

Facilitating change 

Meet the 

Challenge 

Professional 

competencies 

Other Learning Centre offerings 

Designer 

Brand 

Leading Science 

External learning solutions 

Assessment 

Team Leadership 360 Business Leadership 360 Strategic Leadership 360 


Continuous Self Reflection 

Feedback 

from recruitment 

and selection 

Induction 

Continuous 

feedback and 

reflection 

Coaching & 

mentoring 

Professional 

career 

aspirations 

• What is expected from me 

• What kind of leader and 

manager do I want to be 

for my team 

Alternative 

learning 

solutions 

Assessment 

process 

Development 

discussion and 

Personal 

Development 

Plan in IIP 

Performance 

evaluation; 

feedback and 

discussion 

Self-reflection is a key method to develop your personal way of 

leading and managing people and business 


In Conclusion 

Focused 

business specific 

learning 

processes 

Personal 

way of 

leading and 

managing 

• Management and 

leadership 

development 

integrated with 

e.g. change processes 

Key Building Blocks 

• Competence analysis and 

personal Development Plan in IIP 

• 360 Assessment 

• Coaching 

•Mentoring 

• Self-awareness development 

• Leading Yourself program 

Alternative 

learning 

solutions 

Professional 

career 

aspirations 

• Self-directed learning 

•E-learning 

• Internal programs 

• Selected external 

programs 

• Job rotation 

• Job stretching 

• Shadowing 

• Special assignments 

• Project participation 


33 © 2006 Nokia V1-AFSMI-Presentation.ppt / 2006-08-24 / PMM 

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Nokia - Service Strategies

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