According to my post and response two of my classmate’s post(150 words for each response)
And also help me to response back to the response made to my post by my classmate.
Plz write like this:
1. The response for first classmate
2.The response for second classmate
3. Response back to the response made to my post by my classmate
First classmate post:
As a Nokia employee and a member of the Finnish cultural group, I would not be receptive to Stephen Elops memo. The communication in the memo is critical of the work that has been done throughout the history of the company. Elop should know it is never in your interest to be critical or opinionated, as any kind of negativity will offend your Finnish colleagues. (Windmeyer, 2009) The strategic messaging also lacks specificity on the changes Elop would like to make to the company in order to improve operations. Instead, he offers comparative data to the success of other tech companies as a means of highlighting his perceived failures of our company. This data does little to motivate employees toward working in alignment with Elops changes, as a C.E.O. needs to focus more on the platform that enables collaboration, because employees already have all the data. They have access to everything. (Bryant & Conde, 2010) While Elop asserts a major failure of Nokia is that we are not collaborating internally, (Elop, 2011, as cited in Ziegler, 2011) he furthers this culture, as his vague strategic changes were developed through personal observation of employees and collaboration with stakeholders instead of our organization as a whole. This is a missed opportunity for Elop as, people at the bottom know the customers and the technology, but that information isn’t always fed back up to the people formulating the strategy. (Ancona, 2005) Elop offers data analytics to justify changes he will make to the company, but offers no strategic direction on how, when, or what these changes will be. Strategy direction is more than lists of priorities and numbers. It provides boundaries and insights about how to get things done. (Matha et al., 2008) So while I would be aware that there is strategic change to come, I wouldnt know how to prepare myself or my work in order to meet new strategic expectations. This memo would leave me feeling contemplative of my standing and future as an employee of Nokia.
Ancona, D. (2005, July). X-Teams: Teams get extroverted. MIT Sloan School of Management.
Bryant, A., & Conde, C. (2010, January 16). Structure? The Flatter the Better, says Cristbal Conde. The New York Times. https://www.nytimes.com/2010/01/17/business/17corner.html
Matha, B., Boehm, M., & Silverman, M. (2008). Beyond the Babble: Leadership Communication that Drives Results (1st ed.). Jossey-Bass.
Windmeyer, L. (2009) Doing Business in Finland | Finnish Social and Business Culture. Communicaid Group Ltd.
Ziegler, C. (2011, February 8). Nokia CEO Stephen Elop rallies troops in brutally honest ‘burning platform’ memo? (update: it’s real!) Engadget. https://www.engadget.com/2011-02-08-nokia-ceo-stephen-elop-rallies-troops-in-brutally-honest-burnin.html
Second classmate’s post
The new CEO compares their company with a “burning platform”. He mentions that in order to succeed in a fast-changing market it is important to change their behavior, otherwise the company will always get further and further behind. He also mentions that intense heat is coming from their competitors (e.g. Apple, Android) more rapidly than they ever expected. Stephen Elop also claims that they are losing their customers in countries such as Russia, Germany, Indonesia, UAE that were originally their main consumers.
According to the new CEO, the main issue of Nokia felling behind and missing big trends is that they are not fast enough. Even though the company has brilliant sources of innovation, lack of accountability and leadership keeps the company behind its competitors. He claims that success depends on everyone inside the company, in other words, that it is highly important to collaborate internally. By working together, keeping delivering innovation fast enough would help Nokia to succeed.
I believe that the effectiveness of Elops memo could be better, more motivational, and inspirational. In my opinion, there are no direct guidelines presented in the memo. Moreover, as an employee, I would not fully understand what I have to change in my behavior in order to make my company succeed in the market. There is no clear description of the new strategy presented. Furthermore, comparing Nokia with a “burning platform” already gives an impression that there is no chance to save the company’s future (since logically thinking what is already burned can not be recovered).
Overall, I believe that even when a company experiences hard times it is highly important to set common goals, motivate and inspire, and stay positive for the future of the company.