Nokia’s Bridge Program: Redesigning Layoffs (A) Harvard Case Solution & Analysis

Chairman of Nokia Board Jorma Ollila was confident about the clarity of vision regarding targets set for 2011 restructuring that, Nokia new CEO Stephen Elop considered primary for addressing competitive environment, the company dealt in smart phones and mobile phones.

The strategy shift would contain closing phone R&D facilities and factories in 13 nations, with layoffs that would eventually impact 18,000 workers, and transitioning Nokia's cellphone operating system to Microsoft Windows.

Yet with capacity needed in factories for many more months, and several important R&D projects still under development, leaders and Nokia's board desired to avoid blunders the company had made in 2008 in a plant shutdown in Bochum, Germany. EVP of Corporate Relations and Responsibility Esko Aho was mandated to develop a "Nokia method" to execute the restructuring that will represent the organization 's values and permit to keep morale and determination among the workers who'd eventually lose their jobs. The case describes the development of Nokia's "Bridge" application, an extensive method of assisting employees to find fresh employment opportunities and to substituting jobs in societies where Nokia had been a major company.

The case challenges students to make choices such as when and the best way to tell employees about a layoff, how to handle local government leaders, and what support to supply in 13 distinct nations, each one  with its own legal and regulatory atmosphere, ethnic norms, and expectations and needs of employees and local communities.

PUBLICATION DATE: February 23, 2015 PRODUCT #: 315002-HCB-ENG

This is just an excerpt. This case is about SALES & MARKETING

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