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INTRODUCTION

Business transformation is not just important, it is vital for any organization to succeed intodays extremely competitive environment. Disruptions in technology, market needs and

wants, the product cost/service delivery model, and world economic trends force businesses

to either reinvent themselves to succeed or die away. Many businesses have successfully

implemented Business Transformation and reinvented themselves, thus satisfying their

clients and increasing value for their shareholders by staying ahead of the competition.

A growing faith in dismantling, destabilizing, deconstructing and reconstructing

organizational structures and institutional processes is likewise echoed throughout corporate

life, and perhaps nowhere more so than in the rise of short-term contracts, fast-paced

networking and multiple working identities. The performance of endless corporate

reinvention and personal makeover strenuously advocated by the global electronic economy

touches on the related issue of social accelerationfrom the speeding up of production and

technological innovation to industry adjustments to constant fluctuations in consumer

demands.

Cultural stress on self-reinvention is becoming increasingly evident at the organizational or

institutional level. Ceaseless corporate reinvention, organizational downsizings and

institutional remodelling have become central to the operations of the global economy.

The Finnish communications multinational Nokia, for example, is a single instance of

such organizational re-fashioning and reinvention.

Engaged in the manufacturing of mobile devices for the convergent communications and

Internet industries, Nokia employs staff in 120 countries and has achieved global annual

revenues of over fifty billion Euros with sales in more than 150 countries. Yet this

telecommunications giant actually began life as a paper manufacturer, and subsequentlyexpanded into rubber works and the manufacture of galoshes; it was not until the 1960s that

the company moved into electronics and then subsequently in the 1970s into

telecommunications.

Today, in the early years of the twenty-first century, the grip of an imagination for

reinvention continues as Nokia refashions itself away from mobile phones and towards

mobile devices.


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Business Transformation: Reinvent to Succeed

The three critical factors in any organization are

(a)

people,(b)process,

(c)Technology.

Business Transformation more closely aligns these factors with radically changed business

strategies and visions to meet long-term objectives i.e. the new products or services of an

organization.

Transformation has proven to be a vital strategic element in companies policies. It does not

involve merely fine tuning a few areas but requires radical changes in critical business

factors. As reinvention of the entire business philosophy is the central idea, very profound

consideration is given to reinvention that will lead organizations to succeed and not die

away due to stagnation.

What is Business Reinvention ?

It refers to making revolutionary changes to an organizations setup to achieve desired

objectives. Transformation has also been referred to as organizational reorientation.

Transformational goals shape an organization into something radically different.

More precisely, business transformation is a comprehensive process of reinvention rather

than a mere reorientation. What was suggested by some authors in the past, that only those

organizations that can re-invent themselves every five years will survive in the modernbusiness world, has now become steadfast reality in modern times.

Reinvention requires a completely new set of rules and disciplines for the organization and

even rephrases its vision and mission. Reorientation, on the other hand, is akin to

rearranging the same old parts for better efficiency.

Therefore, reinvention, utilizing the latest techniques of transformation, aligns people,

processes and technology to a new paradigm which delivers the most revolutionary solution

for customers future needs/wants.

DefinitionTransformation (n)A marked change, as in appearance or character, usually for the better.

The process or result of changing from one appearance, state, or phase to another.

Reinvention is the only formula that enables a business to achieve success and improve

Key Performance Indicators, as demanded by the changing market. Suitably keeping and

perfecting this formula over time allows a business to not only foresee coming challenges,

but to face them. Consequently, the businesss market always remains positive, allowing the

business to generate and retain a competitive edge over its competitors.

The major considerations that revolve around any reinvention process are:

1. Staying in business2. remaining profitable


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Why is Business Reinvention Important?

Business transformation is not just important, it is vital for any organization to succeed in

todays extremely competitive environment. Disruptions in technology, market needs and

wants, the product cost/service delivery model, and world economic trends force

businesses to either reinvent themselves to succeed or die away . Many businesses have

successfully implemented Business Transformation and reinvented themselves, thus

satisfying their clients and increasing value for their shareholders by staying ahead of the

competition. Depending on the type of organization, Business Transformation can bring

valuable benefits which include:

1. Radically Improved Product and Services

Providing customers with radically improved products and service

standards increases their level of satisfaction. Satisfying their

current and future needs increases their loyalty and faith in your

organization.

2. Increased Revenues

Businesses can harness collaboration and self organization to spur

innovation, enhance growth, and drive dramatic improvements in

productivity that increase revenues, reduce time to market, improvemarketing ROI, and lead to better and faster development of products

and services.

3. Reduced Costs

Improved processes, faster adaptability, and greater flexibility

result in readiness for coming challenges both foreseen and

unexpected. This readiness eliminates the potential costs (often

major) of sudden change or breakdown.

Holistic Approach to Achieving Business Reinvention

In todays fast-paced, dynamic, and challenging environments, many businesses recognize

the significance of timely Business Transformation, but few are agile enough to reap its

potential benefits. Those who do not adapt in time face the very real possibility of failure.


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For timely Business Transformation, the following holistic and pragmatic approach is

suggested:

1. Emphasize Customer NeedsBusinesses often write mission statements promising to meet or exceed customer

expectations and requirements but fail to understand their customers expectations or

even their requirements.

To successfully bring about Business Transformation, a

business must understand its customers current needs and

wants as well as anticipate their future needs. This

understanding and anticipation will allow the business to align

its own people, processes, and technology to meet those needs,

deliver more than what is required, and exceed customer

expectations. Customers themselves are the right tools to measure performance, and theimpact on customer satisfaction defines improvement, eventually increasing the

shareholders value.

2. Seek Senior Management Commitment

Senior management commitment is the main driving force behind

an organizations success. This commitment sets the objectives

and vision of that organization. Therefore, senior management

must establish a unity of purpose, believe in the benefits ofBusiness Transformation, set the direction for the successful

implementation of Business Transformation, and create an

environment that encourages people to achieve this objective with their imagination and

innovative ideas. Anticipating future trends and challenges can save a company in hard

times and keep them ahead of the competition in good times.

3. Make Decisions Based on Facts

Decisions based on facts are always more reliable than decisions based on assumptions and

intuition.

So, a Transformational initiative can only succeed after a careful

Market and Competitive Analysis. The Business Transformation

model must be defined based on facts specific to the organization

and its unique

4. Process is the engine of success

Mastering processes is essential. Processes should not be confined to a specific functionalarea. Rather, processes should be analyzed and designed based on the overall new business

model (i.e. process within functional silos versus cross-functional boundaries). Process can


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be the engine of success in designing new products and services, measuring performance,

improving efficiency and customer satisfaction, or even operating the business with its new

business model.

Set the process right and the system will work correctly.

Processes must change when the customer needs change.Business Transformation can radically improve

organizational processes to an optimum level and

provide flexibility for future endorsements.

5. Strive for Open Communication and Collaboration

The goal of transformation is to create harmony and collaboration among the various parts

and processes of a business. To achieve this goal, businesses must collaborate with theirpartners, vendors, and other stakeholders.

Transformation does not happen in isolation. It requires allying all

resources and stakeholders with open communication and clear

understanding.

Bringing harmony to an organization requires transformation into

a new culture as a whole. This requires open communication throughout the workforce to

ensure the necessary level of understanding. The more open and clear the communication,

the better the workforce's level of understanding. Harmony can only be achieved with a

team effort. Since transformational change affects many stakeholders, so their variousinterests must also be balanced and considered during the transformation process.

6. Seek Perfection while Managing Risks

No organization will ever get closer to perfection without

initiating new ideas and approaches which always involves

risks. Enabling innovation and exploring new ideas are major

ingredients in Business Transformation.

Striving for perfection while constantly pooling new approaches and ideas is risky. People

who understand the value of innovation but are afraid of failure will never change.

Transformational leaders should be well educated in taking calculated risks to attain a

position closer to perfection while consistently trying innovative ideas.

7. Leverage Open Standards

Businesses must leverage on open standards, and strive to adopt

lightweight business models which are enabled by the ease of

pick-up by early adopters. This will allow more rapid and much

less expensive Business Transformation. It will allow the

stakeholders to understand their roles and expectations, and leadthe process to success.


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Open standards will foster interoperability, allowing disparate devices, applications, and

networks to communicate. This interoperability is extremely vital for the development of

network effects and the operation of Metcalfes Law, which demonstrates that the value of a

network increases as users are added to it. Interoperability, in turn, allows the full benefits of

each addition to be realized.

So, with the changes that are inevitable over time, organizations need to adapt to new

market realities. They must learn how to benefit from open standards and leverage the

opportunities that result. Your competitors will leverage open standards. If you dont, youre

giving them a competitive advantage.

8. Strive for Agility

Business Agility can be the trump card in a successful business transformation initiative,

especially when it involves huge investments, organizations and their brand values, and the

survival of the entire business.Its critical for organizations to foresee market and environmental changes, and to adapt to

these changes rapidly, efficiently, and effectively. Often organizations can neither limit

change nor deny the need for change. Rather, it is more productive to direct those changes

from within as well as to master the art of responding to changes forced by external factors.

CASE STUDY

NOKIA (ORGANISATIONAL RE-INVENTION)

A.THE COMPANY(Always adapting)Over the past 150 years, Nokia has evolved from a riverside paper mill in south-western

Finland to a global telecommunications leader connecting over 1.3 billion people. During

that time, they made rubber boots and car tyres. They also generated electricity. They have

even manufactured TVs. Changing with the times, disrupting the status quo its what

Nokia has always done.

The story so far

Once upon a time, by the Nokianvirta river

In 1865, mining engineer Fredrik Idestam sets up his first

wood pulp mill at the Tammerkoski Rapids in south-western

Finland. A few years later he opens a second mill on the

banks of the Nokianvirta river, which inspires him to name

his company Nokia Ab in 1871.


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How apt that Nokia begins by making paperone of the most influential communications

technologies in history.

The galoshes revolution

In 1898, Eduard Poln founds Finnish Rubber Works,

which later becomes Nokias rubber business, making

everything from galoshes to tyres.

Nokia rubber boots become a bona fide design classic,

still on sale to this daythough we no longer make

them.

Electronics go boom

In 1912, Arvid Wickstrm sets up Finnish Cable Works, the

foundation of Nokias cable and electronics business. By the 1960s,

Finnish Cable Worksalready working closely with Nokia Ab and Finnish

Rubber Worksstarts branching out into electronics. In 1962, it makes its first electronicdevice in-house: a pulse analyser for use in nuclear power plants.

In 1963, it starts developing radio telephones for the army and emergency services

Nokias first foray into telecommunications. In time, the companys Mikro Mikko becomes

the best known computer brand in Finland. And by 1987, Nokia is the third largest TV

manufacturer in Europe.

Three become one

Having been jointly owned since 1922, Nokia Ab, Finnish Cable

Works and Finnish Rubber Works officially merge in 1967. The

new Nokia Corporation has five businesses: rubber, cable, forestry, electronics and power

generation. But as the 1980s come into view, its an entirely new industry that makes Nokia

a household name around the world.


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BIG PHONES

By the late 1970s and early 1980s it seems everythingfrom Tom

Sellecks moustache to JR Ewings list of enemies is seriously big.And as the mobile communications revolution starts to gather

momentum, the early handsets continue the trend.

The new Nokia Corporation is ideally placed to take a pioneering

role in this new industry, leading the way with some iconicand by

todays standards, very largeproducts.

THE MOBILE ERA BEGINS

Nokia sets the ball rolling in 1979, creating radio telephone company

Mobira Oy as a joint venture with leading Finnish TV maker Salora. 1981 then sees the

launch of the Nordic Mobile Telephone (NMT) service, the worlds first international

cellular network and the first to allow international roaming.

The NMT standard catches on fast and the mobile phone industry begins to expand rapidly.

In 1982, Nokia introduces the first car phonethe Mobira Senatorto the network. That

same year, the Nokia DX200, the companys first digital telephone switch, goes into

operation.

GOOD ENOUGH FOR GORBACHEV

In 1984, Nokia launches the Mobira Talkman portable car phone. Resembling a military

field telephone, its a fairly cumbersome piece of kit but its a start.

Then in 1987, Nokia introduces the Mobira Cityman, the first handheld mobile phone for

NMT networks. Despite weighing in at 800 grams and a price tag of 24,000 Finnish Marks

(around EUR 4,560), it goes on to become a classic. The Cityman even earns a nickname,

the Gorba, after Soviet leader Mikhail Gorbachev is pictured using one to make a call

from Helsinki to his communications minister in Moscow.

Over the next decade, millions of consumers worldwide enjoy their very own Gorbachev

moment as the mobile revolution takes hold.


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MOBILE REVOLUTION

In 1987, GSM (Global System for Mobile communications) is adopted as the European

standard for digital mobile technology. With its high-quality voice calls, international

roaming and support for text messages, GSM ignites a global mobile revolution.

As a key player in developing this new technology, Nokia is able to take

full advantage.

A new direction

On July 1, 1991, Finnish Prime Minister Harri Holkeri makes the worlds first GSM call,

using Nokia equipment. And in 1992, Nokia launches its first digital handheld GSM phone,

the Nokia 1011.

That same year, new Nokia President and CEO Jorma Ollila makes a crucial strategic

decision: to focus exclusively on manufacturing mobile phones and telecommunications

systems. Nokias rubber, cable and consumer electronics divisions are gradually sold off.

B. NOKIA THE MOBILE COMPANYBetween 1995 and 1999, sales for Nokia tripled while profits nearly did the

same. In 1998 they sold over 40 million phones, making Nokia the number one mobilephone company in the world. Nokia was successful due to its ability to have large scale

production, within its own factories, allowing them to achieve economies of scale andhigh profit margins.

B.1 PROBLEM

The phenomenal growth of the cellular phones market continued through the first

half of the 1990s. In Western Europe, the number of subscribers grew from 5 million in

1991 to 23 million in 1995. The three globally leading mobile phones manufacturers,

Motorola of the US, Nokia Mobile Phones of Finland and Ericsson of Sweden had

strengthened their positions.

Up to the end of 1995, the industry had been in an allocation state: all the phones

that manufacturers could produce were sold. Until 1995, global demand had exceeded allexpectations. At the end of 1995, however, sales growth slowed down, coinciding with a


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global lack of semiconductors. Surfing on a tsunami of a growing market suddenly did not

seem so lucrative anymore.

B.2 Nokia's Response (adopting the open innovation)

Of the leading companies in the industry, Nokia Mobile Phones was the least vertically

integrated. They were facing, an opportunity of gaining market share or getting seriously

wounded in the competition.

The questions Nokia faced were:

(a)What is the importance of supply chain partnerships for Nokia Mobile Phones? Withtheir growth rates, they have to be sure that their suppliers are able to provide them

good quality components, just-in-time, with minimum total cost of ownership.

(b)However, they cannot tie up capital or management resources in running theirsuppliers' businesses. Furthermore, they cannot afford to tie themselves to a

technology partner whose technology might become obsolete for the future

generations of mobile phones.

(c)With whom, why and on what does Nokia collaborate onproduct development to stay on top?

How does Nokia use networks to explore new or exploit existing capabilities for thetransformation of its business?

B.2.1 Logistics

Nokia's stumble at the end of 1995 was caused not so much by external conditions as by

shortcomings in the critical discipline of logistics--feeding all the right items to factories,

warehouses and distributors in hundreds of locations around the globe.

Until 1995, logistics for Nokia Mobile Phones had been straightforward: With unit sales

surging to 100% a year, managers focused solely on buying enough parts to feed five plants

in Europe, Asia, and the US. The chip debacle in 1995, however, signalled new problems.

Without the necessary chips, phone production backed up, causing inventory build-up in

other components. Parts prices were eroding by 20 to 25% a year, but NUT couldn't take

advantage of this trend. So it got saddled with high costs.

Supply Line

Following the share price collapse in the end of 1995, Nokia Mobile Phones took quick

action to change course. The response was a corporate-wide initiative called. Supply Line

Management (SLM). The focus was shifted onto finding potential improvements in the

supply lines, the communications and logistics lines between Nokia and their immediate

suppliers or customers.

Old strategies and structures simply did not match with the new challenges, so NMP started

to search actively for a new sourcing strategy. Sourcing was divided in global versus

regional responsibilities. Furthermore, NMP categorized their suppliers as global, regional

(same continent) or local (same country, city, site and/or same cultural and language

background). There could be multiple, single or sole source suppliers for a certain type of

component. Single source supplier meant that NMP purchased everything from one


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supplier, but there was another supplier available if needed. Sole source supplier meant that

there was only one supplier available.

Inside Nokia, there seemed to be contradictions, "Chinese truths," in what people believed

to be the best alternative in a particular sourcing situation. However, there was a natural

tendency to move towards single sources when volumes were growing.

SLM Teams

Nokia Mobile Phones formed teams to slash inventories and speed up turnover of raw

materials and finished goods. They were set up to figure out the best possible sourcing

strategies for component groups to support both global and regional sourcing, purchasing,

incoming logistics, material quality and product development activities. Five SLM teams

started working to provide NMP with quality components, just-in-time with minimum total

cost of ownership. Each team was responsible for one of the following component groups:

Electronics components.

Electromechanical components.

Mechanical components.

Accessories and batteries.

Investments (machinery and equipment for factories and R&D).Globally, team members came from sourcing, R&D, factories and distribution centers,

production engineering centres, finance, and legal affairs. SLM Steering Group set the

targets.

B.2.2 Nokias strategic change by means of alliance networks

International innovation networks of Nokia, succeeded in making it a world leader in thedevelopment and manufacturer of mobile telecommunications.

1. Strategic change is often considered as a necessity for companies to survive

in a turbulent environment. Intense international competition and rapid

technological change are often mentioned as primary motives for companies to adapt

their corporate strategy

2. One way of facilitating strategic change is to engage in alliances for the exploration

of new capabilities and the exploitation of the existing knowledge base of the

corporation .Alliances are a means of learning from alliance partners.

The process of learning boils down to the exchange of technological knowledge or

capabilities. Technological capabilities are the accumulated technical skills and

know-how in an organization

3. Business firms seem to have constructed a network of firms around them with

which they develop a wide variety of new products over longer periods of time.

Innovation networks are particularly important in industries where technology

changes rapidly and product life cycles are short. Essential for the innovation

process is sharing ideas, among often rivalry business firms, on the development

of new products.


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4. Alliance networks

The period 1997-2002 marks the beginning of the third generation of mobile

telecommunications, the development of UMTS technologies. In this period, Nokia

had 48 strategic alliance agreements, of which 25 were joint development

agreements, 16 co-production contracts, six joint ventures and one standardization

consortium. Nokia has many joint R&D agreements on relatively newtechnological capabilities with weak ties i.e. with partners it did not collaborate

before.

When comparing 1997-1998 with the period

2001-2002, it is evident that both the number

and character of the alliance networks has

changed dramatically .In 2001-2002, Nokiaengaged in almost twice as many alliances,

namely 32 versus 60 alliance agreements. The

partners and types of products developed in

these alliances also changed in this relatively short time span.

With the rise of a new technology in the

third trajectory, joint development of

commonly accepted (open) standards is

needed. For that reason the partnerships

with competitors is essential. An example

of a joint development agreement that

involves standard setting is a strategic

alliance with the Japanese NTT DoCoMo

in 2001. Nokia and NTT DoCoMo will cooperate specifically in promoting open

mobile architecture for WCDMA-based third-generation mobile communicationservices in areas such as browsing, messaging and application execution.

.

C. CONCLUSION

1. A look at Nokia's recent history reveals that supporting and nurturing innovation in

design and business have helped Nokia enjoy being the undisputed global market

leaders in mobile handsets for almost twenty years.

2.

The most interesting result of this case study is that Nokia has been collaboratingmuch more through joint R&D, outsourcing and standardization consortia, but has


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at the same time managed to develop and maintain a strong brand name and

corporate identity.

Nokia effectively uses an open innovation strategy in the development of new

products and services and in setting technology standards for current and future

use of mobile communication applications.

3.

Nokia has reinvented its business model time and again to maintain itsleadership status in the industry. To achieve growth and success, Nokia had to go

through a number of corporate restructurings to revive the organisation and adapt to

its dynamically changing goals and visions. Restructuring allowed Nokia to come to

terms with the increasing competition in the industry, creating an organisational

culture that promotes innovation and results in low attrition rates compared to the

industry.

4. Nokia, over the years, has evolved both organically and inorganically. It has always

kept an eye on the future and worked towards achieving of its future goals. To

support this corporate strategy, it has reinvented itself a number of times in the past

in order to adapt. This has helped Nokia to be a step ahead of its competitors

D. THE PRESENT

1. During success time for several years Nokia lost touch with market trends, for

example mobile internet and touch screen were ignored, application shop was too

late, and operating system was not changed or modified on time.

As a result net sales of Nokia fell 29 per cent in the first quarter of 2012 and it made

a pre-tax loss of 1.5bn, from a profit last year of 403m, with the gross profit

margin on smartphones dropping to 15.6 per cent compared with a 28.9 per cent

margin in the first quarter of 2011.2. In premium segment Nokia is behind Samsung and Apple. Windows-based Lumia

which was expected to regain Nokia positions, failed to meet those expectations with

sales of just 2 million units, while Apple sold 37 millions of iPhones.

3. Nokia suddenly finds itself squeezed out of its own game although it started from a

vantage point among the mobile platforms.

E. VIEWSIn todays competition within the mobile phone industry the key issue is to

have a platform for developers and to add new applications. This is so because the

mobile phone has apart from communication also become a device for banking,gaming, education, music and the list goes on.

Apple and Googles mobile platforms attract today developers from all over

the world and these developers constitute a global eco-system of entrepreneurs and

for innovation of new applications.

Nokias management apparently failed for too long to understand these

game-changes going on within the mobile industry and failed to install a sense of

urgency for change throughout the organisation. The management stuck for too long

within its comfort zone of design and superior mobile cameras. And it seems that

Nokia forfeited a connection with mobile software developers and thereby missed

out on the opportunities of getting new applications from global co-creation among

entrepreneurs and innovation eco-systems. Incidentally, the most successful appfor i-Phone is the game Angry Birds developed by a Finnish company.


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BIBLIOGRAPHY

1.

http://iic.wiki.fgv.br/file/view/Networks+of+Innovators.pdf

2. www.oecd.org/dataoecd/48/35/41721342.pdf

3. http://caise.insci.org/uploads/docs/networksandinnovationmgt.pdf

4. http://www.techrepublic.com/whitepapers/networking-as-a-means-to-strategy-

change-the-case-of-open-innovation-in-mobile-telephony/28468

5.

http://www.123helpme.com/nokia-case-study-view.asp?id=159231

6. http://www.thehindubusinessline.com/todays-paper/tp-info-tech/nokia-plans-to-

add-5500-workers-in-india-this-year/article1620320.ece?ref=archive

7. http://tejas-iimb.org/articles/16.php

8. http://articles.businessinsider.com/keyword/nokia
http://iic.wiki.fgv.br/file/view/Networks+of+Innovators.pdfhttp://www.oecd.org/dataoecd/48/35/41721342.pdfhttp://caise.insci.org/uploads/docs/networksandinnovationmgt.pdfhttp://www.techrepublic.com/whitepapers/networking-as-a-means-to-strategy-change-the-case-of-open-innovation-in-mobile-telephony/28468http://www.techrepublic.com/whitepapers/networking-as-a-means-to-strategy-change-the-case-of-open-innovation-in-mobile-telephony/28468http://www.techrepublic.com/whitepapers/networking-as-a-means-to-strategy-change-the-case-of-open-innovation-in-mobile-telephony/28468http://www.techrepublic.com/whitepapers/networking-as-a-means-to-strategy-change-the-case-of-open-innovation-in-mobile-telephony/28468http://www.123helpme.com/nokia-case-study-view.asp?id=159231http://www.thehindubusinessline.com/todays-paper/tp-info-tech/nokia-plans-to-add-5500-workers-in-india-this-year/article1620320.ece?ref=archivehttp://www.thehindubusinessline.com/todays-paper/tp-info-tech/nokia-plans-to-add-5500-workers-in-india-this-year/article1620320.ece?ref=archivehttp://www.thehindubusinessline.com/todays-paper/tp-info-tech/nokia-plans-to-add-5500-workers-in-india-this-year/article1620320.ece?ref=archivehttp://www.thehindubusinessline.com/todays-paper/tp-info-tech/nokia-plans-to-add-5500-workers-in-india-this-year/article1620320.ece?ref=archivehttp://tejas-iimb.org/articles/16.phphttp://tejas-iimb.org/articles/16.phphttp://www.thehindubusinessline.com/todays-paper/tp-info-tech/nokia-plans-to-add-5500-workers-in-india-this-year/article1620320.ece?ref=archivehttp://www.thehindubusinessline.com/todays-paper/tp-info-tech/nokia-plans-to-add-5500-workers-in-india-this-year/article1620320.ece?ref=archivehttp://www.123helpme.com/nokia-case-study-view.asp?id=159231http://www.techrepublic.com/whitepapers/networking-as-a-means-to-strategy-change-the-case-of-open-innovation-in-mobile-telephony/28468http://www.techrepublic.com/whitepapers/networking-as-a-means-to-strategy-change-the-case-of-open-innovation-in-mobile-telephony/28468http://caise.insci.org/uploads/docs/networksandinnovationmgt.pdfhttp://www.oecd.org/dataoecd/48/35/41721342.pdfhttp://iic.wiki.fgv.br/file/view/Networks+of+Innovators.pdf


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INDEX

SL.NO. TOPIC PAGE

1. Introduction 1

2. Business Transformation 2

3. What Is Business Reinvention 2

4. Why Is Reinvention Important? 3

5. Holistic Approach to Achieving Business

Reinvention.

3

6. Case Study

Nokia (Organisational Re-Invention)

6

7. The Company (Story So Far) 6

8. Nokia The Mobile Company(Problem) 9

9. Nokias Response 10

10. Conclusion 12

11. The Present 13

12. My Views 13

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