The 10 OM Decisions in Nokia firm

by Squirrels
Service, product design
Quality management
Process, capacity design
Layout design
Human resources, job design
Supply-chain management
Inventory management
Diversity in mobile phones and services
The Services division operates in five areas of
consumer Internet services: music, maps,
media, messaging and games
No matter if it’s business or normal type of
mobile model, it’s characterized by high
robustness and quality. Used materials vary
but quality is sustained.
Nokia produce high variety of mobile phones
and also they’re produced in high amount
which is connected with big popularity of
Nokia phones in the market.
As well as mobile phones Nokia together with
Simens produces core and access network
equipment for mobile operators.
Because of high amount of expenses in
Finland, huge part of Nokia facilities were
moved to other countries. Especially we need
to mention rapidly developing countries such
as China, Brasil, Russia or India (BRIC
Searching for new places to produce phones
with lower cost than in Finland, Nokia
decided to open their production facilities in
countries such as Mexico, Korea, Brazil or
China (“Companies go where the market is”)
Moreover Nokia has decentralized R&D in 11
A flat, networked organization, as well as speed
and flexibility in decision-making, characterize
the Nokia Way of working.
Nokia has a distinctive management and
leadership approach based on the Nokia Way at
all levels. This creates commitment, passion and
inspiration through collaboration and coaching,
and ensures focus and efficiency by setting
targets, fulfilling goals and reviewing results.
Personal growth through self-leadership provides
the foundation for successful management and
leadership practice
Production is moving to low-cost labour countries like
Taiwan or Vietnam.
Nokia developed a comprehensive set of global Nokia
Supplier Requirements (NSR), which include specified
environmental and social requirements
If Nokia finds a supplier is not meeting Nokia's
expectations, Nokia compel them to commit to and
implement corrective action. This is the best solution
for the supplier, for Nokia, for the workers, and for
the environment. In practice, suppliers have generally
reacted positively and seen this as a way to improve
their business. However, if a supplier were to refuse
to address any of these issues Nokia would be
prepared to reconsider our business relationship.
In 2004 Nokia joined the Global e-Sustainability Initiative Supply Chain
working group. The aim of this group is to promote good conduct and
develop tools, management practices, processes, and systems to assist
members in dealing with CR supply chain issues. Other GeSI members
Bell Canada
Deutsche Telekom
France Telecom
Sun Microrelectronics
USTelecom Association
No inventories (moved to suppliers)
Highly automatized production
Focus on ITC systems and production platform
Shortening life cycle of products
Quick response to market changes
Clients’ satisfaction is crucial
High emphasis placed on quick response on
clients (especially business) problems –
special teams of network engineers trained to
troubleshoot problems in the shortest
possible time (NSN)