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St Pauls School, Covington *

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Management

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Nov 24, 2024

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docx

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Uploaded by dt48485

Nokia was once considered an undisputed leader in the mobile phone industry. The company started as a rubber manufacturer and became a global mobile phone giant. However, its inability to adapt to the rapidly evolving smartphone landscape during the 2000s caused its downfall. Nokia faced the “curse of agility”, where its past success in navigating change stopped it from responding effectively to the smartphone revolution. The company became complacent and started relying on its feature phone success only (Lamberg et al., 2019). Failure in project management played a huge part in Nokia’s downfall. Nokia’s experience in the industry showed a lack of adaptability in its project management strategies. The company struggled to match its projects with new market trends. This led to a disconnect between the product development and customer demands. The project teams seemed to want to stick to traditional approaches, and could not quickly transition to the smartphone era (Doz & Kosonen, 2008). Another aspect of Nokia’s failure was its decision to partner with Microsoft and adopt the Windows Phone operating system. This was a huge strategic misstep. Project managers underestimated the importance of an open ecosystem, which is now an important factor in the success of competitors like Android and iOS. There was a lack of foresight in this project decision, which showed how shortsighted the project management structure at Nokia was. The company also had internal silos and bureaucratic culture which did not allow for effective communication and collaboration among project teams. This lack of cross- functional synergy delayed the development and launch of competitive smartphones. The absence of a cohesive project management strategy was also visible in the products. Nokia flooded the market with many models, which confused customers and diluted the brand's appeal.

Nokia’s rise and fall show the important role of agile and forward-thinking project management in navigating strategies in industries characterized by rapid technological advancements. References: Lamberg, J.-A., Lubinaitė, S., Ojala, J., & Tikkanen, H. (2019). The curse of agility: The Nokia Corporation and the loss of market dominance in mobile phones, 2003–2013. Business History , 63 (4), 574–605. https://doi.org/10.1080/00076791.2019.1593964 Doz, Y., & Kosonen, M. (2008). The Dynamics of Strategic Agility: NOKIA’S ROLLERCOASTER EXPERIENCE. California Management Review , 50 (3), 95– 118. https://doi.org/10.2307/41166447

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