Kriser leder till vidareutveckling

Att både SAAB och Nokia är i kris har väl knappast undgått någon… Men för kompetens finns det alltid plats. Nokias folk rycks det redan i  – här en artikel om Lund.

Hur lång tid tar det innan det rycks i personal på SAAB? Det börjar bli så många tjälskott i vägen som bilveteranen rullar på. Här är senaste exemplet på detta. Men jag lever i tron att företaget och medarbetarna sett om sitt hus så att de är attraktiva för andra arbetsgivare

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Restructuring Nokia – Not an easy task!

Nokia and Microsoft today announced the alliance on Windows Portable 7. Link here. The strategy and investors briefing is at 12 am/Noon UK time.

In the Q&A, Nokia CEO Stephen Elop, took into areas I haven’t yet heard him talk about. The question on the amount of “the huge staff of Vice Presidents and how the cuts in staff will influence this”. I got the impression this took the lid off the bucket. “We are in a position where we need to increase speed to market, develop our processes, work smarter, co-operate more”. Nokia are in my eyes showing the same signs of  “fat and happy diesease” soo many others have shown in history.

Transitions aren’t easy – but look at Caterpillar, IBM, Ericsson and others. Once organisations grow, they will soon get into elephantiasis – growing out of proportions, establishing more people in the top, increasing bonuses, meanwhile forgetting the core business, slowing down, losing the drive and eventually time to market, quality.

I’m re-reading the book “Leading Change” by Paul Kotter. Read it and I think you’ll agree it could actually be about Nokia.

My outside view is a ship with too slow speed, carrying goods the market is turning away from, moving at too low speed with lots of staff around the captain. Solution? Clearing the map, sort out necessary staff and products, delegate change to staff who gets it, fire “hot air managers”, use both top–down and bottom — up approach to get to the “strategic to tactic” transition of leadership, change awareness – and responsibility. Coach on all that supports the new direction, follow up on ALL that doesn’t. Be present from top level at start – to ensure all staff understands this is for real and see you act. Then fast delegate, trust, followup and use challenging/championing.

Lots to take in from the LUCK concept, actually! 🙂

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