CE

• Since 1960s: industrial conglomerate  producing tires, shoes, paper products, computers, cables, televisions, plastics,
•  1980s and 1990s: big losses in the television division and a severe recession in Finland
• 1992: new CEO Jorma Ollila makes strategic decision to only focus on telecommunications
• 1998: largest mobile phone manufacturer in the world

• Organizational structure & over bureaucracy
• innovation without commercialization 
• little focus on user experience
• culture aund communication

• During growth period: decentralized, fluid, improvisational structure with freedom for people
• Matrix structure since 2004 •
  • Not fitting for one of the fastest-moving industries
  • Bad coordination: software lease & lease back, incompatible address book features
• 2009: restructuring of the matrix organization
  • “Solutions” becomes a third dimension •
  • Organization becomes even more rigid and top-heavy
  • Many “yeses” versus one “no”
• Nokia Headquartes POWER POINT PLACES ( just meeting without a decision) 
• Suppliers offering novel solutions had to wait months while Nokia managers went through rounds after round of meeting 

Take home: If you grow you have to adapt moving dinamic industry

Portfolio of 30’000 patents • Prototype device with large color touchscreen set above a single button 7 years before the iPhone • 2005: Nokia 770 Internet Tablet • iPad launched 2010

• they were innovative but didnt indtoduce the products because the old ones have been good sellers 

• little focus on user experience 
• communication ( mails about how bad it is going, no trust anymore) 
•  

It describes entrepreneurial behavior inside established organizations, indicating how entrepreneurial a firm as a whole is. 

It describes entrepreneurial behavior inside established organizations, indicating how entrepreneurial a firm as a whole is. 

• The process whereby an individual or a group of individuals, in association with an existing organization, create a new organization, or instigate renewal or innovation within that organization.
• An organization is entrepreneurial if it develops a higher than average number of new products and/or new markets.
• 1) the birth of new businesses within existing organizations, i.e. internal innovation or venturing, and (2) the transformation of organizations t

• Involve opportunity recognition, evaluation, and exploitation
• Require a unique product, service, or process
• Imply encountering resistance and obstacles
• Entail risk and uncertainty
• Entail a window of opportunity