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Nokia's Knowledge Management System

Today, going abreast with an effective and powerful company always is an effective Knowledge Management System. This is also true with Nokia; its Kilometres System plays an essential role in the success of Nokia worldwide. This task will examine and analyze the existing Nokia's Kilometres System; point out the factors that effect this system, examine the operation of this system as divided levels. Next, this project will find out key enablers what helps the company to accomplish its knowledge management goals as well as hurdles which is avoiding or could prevent Nokia's knowledge management success. Finally, the conclusion will sum up the examined results.

2. 0 Record of Nokia

Nokia was found by Fredrik Idestam in Finland in 1865, started out by making paper. In 1992, Nokia made a decision to focus on its telecommunications business. This was probably the most crucial proper decision in its history and in 1998; Nokia became the entire world leader in mobile phones.

Nokia produces cell phones for each and every major market section and protocol, including GSM, CDMA, and W-CDMA (UMTS). Nokia's subsidiary Nokia Siemens Networks produces telecommunications network accessories, alternatives and services.

Up to 2008, Nokia has utilized about 130, 000 employees in 120 countries. Its products was bought from more than 150 countries, with global total annual revenue was EUR 50. 7 billion and operating revenue was EUR 5. 0 billion. Its global device market share was about 38% in Q3 of 2009

Today, Nokia is the earth leader in freedom, driving the change and expansion of the converging Internet and marketing communications industries. Nokia was positioned as both the best Finnish brand and the best company. The Nokia brand, valued at $34. 9 billion, is listed as the fifth most effective global brand.

(Source: Modified from Wikipedia 2009 and Nokia 2009)

3. 0 Factors influence Nokia's Knowledge Management System

In Nokia, Knowledge Management System is influenced and supported by 3 main factors: Eye-sight and Strategy, Structure, and Culture. Thus, to comprehend Nokia's Knowledge Management System, we will discuss these three factors.

3. 1 Perspective and strategy

Nokia's promises is to help people feel near what's important to them. People want to be truly connected, independent of their time and place, in a way that is very personal to them. And, Nokia's promises is to hook up people in new and better ways.

Nokia's strategy is to generate trusted consumer romantic relationships by offering engaging and respected consumer alternatives that combine beautiful devices with context enriched services.

(Source: Nokia 2009)

3. 2 Structure

(Source http://www. nokia. com/about-nokia/company/structure)

The Services product is accountable for producing consumer Internet services which include five areas - music, maps, advertising, messaging and game titles.

The Devices product is in charge of developing and managing their mobile device stock portfolio, like the sourcing of components.

The Markets device is responsible for the management of resource chains, sales channels, brand and marketing activities.

Nokia Siemens Systems provides cellular and predetermined network infrastructure, communications and networks service systems, as well as professional services to providers and service providers.

NAVTEQ is a leading provider of thorough digital map data for motor vehicle satnav systems, mobile navigation devices, Internet-based mapping applications, and government and business solutions.

Corporate Development Office helps the three devices which is also in charge of exploring corporate proper and future expansion opportunities.

(Source: Nokia 2009)

3. 3 Culture

(Source: http://www. nokia. com/careers/nokia-as-an-employer/nokia-way-and-values)

Nokia feels that great ideas will come from everywhere, so they have a supportive working culture that induces discussion and debate. They also think that individuals who are motivated and fulfilled achieve the best results at work. Thus, these are committed to assisting all their employees continually develop skills and experience and realize their full potential.

(Source: Nokia 2009)

4. 0 Knowledge Management System of Nokia

In 2000 Nokia wanted to enable knowledge management and learning alternatives across its whole value chain - Suppliers (Busines-2-Business B2B), Customers (Business-2-Customers B2C) and Employees (Business-2-Employees B2E). This perspective would allow Nokia to deliver understanding how to over 200 million people. Enabling suppliers, customers and employees easy, collaborative and timely access to essential and valuable information about Nokia's products and services, would increase production, commercial awareness and improved dedication from its value string through upgraded services, products, tools and information ( ).

Knowledge Management System in Nokia is divided into 3 levels: Specific level, Group level and Organizational level.

Knowledge Architecture in Nokia practices Nonaka's model. You can find 4 ways to capture Knowledge:

Tacit to Tacit communication (socialization)

Tacit to Explicit communication (externalization)

Explicit to Tacit communication (internalization)

Explicit to Explicit communication (combination)

4. 1 Individual level

Knowledge Resources

Nokia provides employees with a wealth of information. Employees will reap the benefits of information that will assist them work and create applications with powerful APIs (Software Programming Interface). White paperwork, tutorials, and test code also help them learn how to create advanced applications for Nokia websites.

Tools and SDKs (Software Development Products)

Nokia provides all the tools employees need to leverage their existing development infrastructure to generate or port Python, Java and C++ applications to Nokia platforms. These tools include the following:

SDKs that allow employees to check applications without hardware

Tools to streamline both Java and C++ development

Tools for programmers creating Python applications

Tools for mass media and content creation


At Nokia, some analysts keep one feet in the academic world through teaching and writing books. Thus, employees can use online library to discover a selection of literature and chapters that Nokia experts have written.

The online catalogue also contains publications and conference internet pages about Multimedia systems, Radio technologies, Computing architectures, Networking systems and Software and application technologies.

Forum Nokia

(Source: http://www. forum. nokia. com/)

Forum Nokia is the world's most significant mobile developer network. Here, employees will get everything that they have to innovate because the community will help they tap into intensive resources by complementing their goals with right resources.

Employees are given ideas and inspirations from the comprehensive discussion discussion boards. The Discussion board Nokia's resources are also made to reduce employees' time-to-market and help employees achieve success quickly.

At Nokia, people can learn, discuss and talk about their knowledge so the knowledge is moved and developed that is certainly knowledge management process.

4. 2 Group level

Ideas Project

(Source: http://www. nokia. com/technology/ideasproject)

IdeasProject is a collection of interesting insights into where technology and marketing communications may be taking to communities. It's enabling a new kind of talk; with big thinkers offering new insights into disruptive technology-driven changes impacting business and modern culture. Therefore, it offers new views for communities, helps them perform the work better. Then, when categories captured and codified knowledge, they continue steadily to promote knowledge with others clubs so that it becomes the life span circuit of knowledge management.

Nokia Beta Labs

(Source: http://betalabs. nokia. com/)

Nokia Beta Labs is a lead-user community, it is built to share some of the fascinating new ideas that people at Nokia have been working on. It's also a web communication route where anyone, including consumers can post ideas, test new services and give feedback. Therefore, groups at Nokia have more ideas to enhance their products and assignments.

We can easily see that this is an excellent way to capture knowledge with the closing purpose is fulfill customer.

4. 3 Organizational level

Nokia Website

Nokia website can be an important channel because of this company to capture and transfer knowledge. It really is designed not only for employees at Nokia but is also useful for folks outside the group. Therefore, Nokia can capture knowledge from anywhere at any time. This internet site is a blend of other applications like website, ideasproject, beta labs We can consider that, maybe it's linked to various other Knowledge Management Applications like Business Cleverness, Management Information System, and Customer Marriage Management, etc to become better Knowledge Management System.

Nokia Research Center

(Source: http://research. nokia. com/)

Nokia thinks that effective research and development is vital to staying competitive in the mobile computing and marketing communications industry. By April 1st, 2007, they had R&D centers in 11 countries and utilized 14, 500 people in research and development, representing approximately 32% of Nokia's total labor force. R&D expenditures totaled EUR 3. 9 billion in 2006, representing 9. 5% of Nokia's net sales.

Nokia Research Middle (NRC) has a distinctive objective to lead Nokia into the future: NRC will be the global innovator of open development for human freedom systems of the fused physical and digital world, having a baby to the growth of businesses for Nokia.

With ten locations worldwide, NRC is a truly global business. Therefore, they can exchange and combine ideas all over the world. Furthermore, by bridging this wide variety of cultures, environments and skill-sets across these diverse geographies, NRC empowers Nokia to build up products and services that meet up with the needs of their customers.

(Source: http://research. nokia. com/locations/index. html)

NRC is also a place where Nokia shoot and apply their knowledge at educational level, for over three years now Nokia has been positively exploring and engaging in Open Innovation through selective profound research collaborations with world-leading corporations. By posting resources, leveraging ideas, and tapping each other's expertise they have built strong Expert Systems and they are able to multiply their work deriving more value for their organizations and in the end for their end-customers.

There are some companies that NRC collaborates with:

NRC Tampere Cooperation with Tampere College or university of Technology

NRC Lablet Otaniemi Cooperation with Helsinki University or college of Technology

NRC Cambridge USA Collaboration with MIT

NRC Lausanne Cooperation with EPFL and ETH

(Source: http://research. nokia. com/openinnovation)

Joint ventures

Nokia has joined into several joint endeavors over time, specifically in the areas of developing and research and development. Local joint ventures have proven to be an efficient way to incorporate Nokia's global technology command with strong local partners to perform faster and higher market penetration in new and rising markets.

Here is the set of Nokia joint ventures:

Meridea Financial Software Oy, Finland; Nokia (Suzhou) Telecommunications Co. , Ltd. , China; Hangzhou R&D middle, China; Nice-business Alternatives Finland Oy, Finland; Nokia Neu Comm Tech Company Ltd. , China; Nokia Citic Digital Technology Co. (Beijing) Ltd. , China; Symbian Limited, UK; ChongQing Nokia Telecommunications Co. Ltd, China; Fujian Nokia Mobile Telecommunications Ltd. , China; Nemo Technology Ltd, Finland; Dongguan Nokia CELL PHONES Co. , Ltd, China; Beijing Capitel Nokia Mobile Telecommunications Co. , Ltd. , China; Beijing Nokia Hangxing Telecommunications Systems Co. , Ltd. , China; Sapura-Nokia Telecommunications Sdn Bhd, Malaysia.

5. 0 Enablers and Obstacles

Cause of Kilometres Inability: there are numerous cases of KM faltering. It's maybe due to a foggy identifying the true expertise in an organization. Failure may also result from an inability to capture and categorize knowledge as well as from the overmanagement of Kilometres process and so on (. . ).

Factors Leading to KM Success: firstly companies must evaluate whether there's a strategic need for KM, and they need to look for the current procedure for coping with knowledge, culture, and technology infrastructure. In the end, introduce the system to the entire organization for each and every employee to get involved (. ).

Nokia views Knowledge management (KM) as a mixture of people, processes, technology, and culture. It has become a competitive weapon for Nokia, who are always getting excited about break through ideas beyond current conventions to be able to broaden their business portfolio. Nokia has regularly applied KM routines in its business, has yielded extensive benefits in innovation-related and product development functions. Nokia employs KM practices extensively to comprehend market tendencies and customer requirements and sets useful knowledge into action for its innovation pipeline. Taking into consideration the local needs of consumers and local experience Nokia has created new services with the KM. Knowledge management of Nokia also made new opportunities with other business by means of joint venture and acquisition E. g. Microsoft and Nokia Collaborate to greatly help Ensure Consumers Can Enjoy Digital Music Anywhere. Nokia also joint ventured with a great many other companies to keep is success by making use of their Kilometres.

5. 1 Key Knowledge Management Enablers

One of the primary Knowledge Management enabler is Nokia Research Centre (NRC), which is implemented for exploring new frontiers for freedom, solving scientific issues to convert the converging Internet and marketing communications establishments. NRC current research targets the areas of rich context modeling, interface, powerful mobile systems, and cognitive radio.

Customer Relationship Management (CRM), Nokia uses CRM to extend the usage of vital customer information to the mobile workforce, ensuring they have got the required resources, when and where they want them. The Intellisync CRM Flexibility Solution by Nokia provides types of business benefits by allowing mobile employees, including sales associates and field service pros, to access and updates vital customer information using the wireless device of the choice. Mobile alternatives offered by Nokia also synchronize data between CRM and other applications, reducing the necessity for mobile pros to enter improvements more than once, while improving the quality of the client data used for offering and marketing to the client bottom. For mobilizing CRM, Nokia excels in value and performance.

Supply Chain Management (SCM), Nokia has integrated a operating model by using SCM to accomplish one with their central strategies, which is to add new-product speedily that reflect consumers' fast-changing mobile phone tastes to ensure a industry advantage which emphasize rapid-response processing, quick-ship logistics, and a "global resource web" that links back to you Nokia's crops and suppliers.

There are quantity of companies who become Kilometres enablers for Nokia to achieve their Kilometres goals. They may be Liquid Air Laboratory GmbH, Psiloc, Kuneri Ltd. , Citrix Systems, Inc. , DiVitas Systems, Mobien Systems Private Limited, Oracle Corp. , Sam Click Ltd. , iGuanaMobile Sdn Bhd, SYSOPENDIGIA plc, Openbit Ltd. , Secure Digital Box AG.

5. 2 Obstructions for Nokia's Knowledge Management

In spite of the scientific possibilities and an increased volume of computer engineers and information systems pros, Nokia continue steadily to face serious knowledge management problems, due to the insufficient interdisciplinary knowledge required for an integrated method of the intricate information activities involved with every part of work and doing business.

As Nokia runs globally they cannot fully understand the information trend and the implications of the global information societies and information fads. To overcome this issue Nokia is spending abundant money on expensive technology and gadgetry that is not exploited to the higher benefit of the organization. Nokia, regardless of the socioeconomic and politics systems in which they operate, need large numbers of information. That is especially true for those in transitional economies. Hence Nokia is suffering from inefficient and inadequate supervision and exploitation of these information resources.

6. 0 Conclusion

In finish, this project has indicated 3 factors that influence Nokia's Knowledge Management. These are Vision and Strategy, Structure, and Culture. Besides, this review has analyzed the current Knowledge Management System of Nokia which is split into 3 levels: Specific level, Group level and Organizational level.

In specific level, Nokia supplies all the tools that employees need to leverage their existing development infrastructure to set-up or dock Python, Java and C++ applications to Nokia websites, and Nokia also provides employees with wealth of information to help them to learn how to create advanced applications for Nokia websites and Nokia also provides online library to their employees.

In group level, the Nokia provides idea task and Nokia Beta labs for the group. Idea task is a collection of fascinating insights into where technology and marketing communications may be taking to teams. Nokia Beta labs is a lead-user community, it was created to share some of the fascinating new ideas that people at Nokia have been working on.

In organizational level, Nokia uses knowledge management through Nokia website, Nokia research centre and Joint ventures. Nokia website can be an important channel because of this company to fully capture and transfer knowledge; Nokia research centre is a place where Nokia record and apply their knowledge at educational level, through NRC, Nokia has been positively exploring and participating in Open Invention through selective profound research collaborations with world-leading institutions. Regional joint ventures have proven to be an effective way to combine Nokia's global technology authority with strong local lovers to perform faster and higher market penetration in new and appearing markets.

Then this task has taken out some key enablers what helps the company to achieve its knowledge management goals, such as, effective research and development as well as some key obstacles what is stopping or can potentially block knowledge management success, such as, insufficient poor business purpose, poor planning and insufficient resources, insufficient accountability and insufficient customization and so on.

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