Nokia’s precipitous decline in the smartphone market can be analysed by thinking of two entrenched political camps disagreeing on how to change in the face of overwhelming technological transformation. Initially, Nokia recognized the urgency of adapting to the rapid advancements in mobile technology and responded by developing the MeeGo operating system, which had the potential to compete with major players like iOS and Android.… Read more

Despite Barak Obama’s appeal to hope in “yes we can”; Ford Motor Company’s transition towards electric vehicles (EVs) needed more than hope. The Yes we can turned into an emphatic “no we can’t” and their case highlights a significant barrier related to organizational change. As Ford attempted to shift its strategic focus to increase EV production, it faced the challenge of ramping up necessary capabilities, particularly related to capability and capacity, around battery technology and the scaling of EV production.… Read more

Pre-covid, Deutsche Bank launched an ambitious change initiative aimed at overhauling its technology systems and corporate culture. However, the program floundered due to ineffective leadership. The bank’s top executives were criticized for not fully committing to the change initiative and failing to motivate and guide the organization through the transformation. This leadership shortfall resulted in significant implementation delays, spiraling costs, and a demoralized workforce, ultimately leading to a failure to achieve the desired outcomes and a significant financial loss.… Read more