Interview with Stephen A Elop

President and Chief Executive OfficerNokia

"I think where many companies around the world find themselves, is in an environment in which the rate of change and the necessity to disrupt your competitors and even yourselves is happening at a much faster pace."

"As we’ve been going through this transition at Nokia, we’ve taken a broad array of steps to really change the rate at which we can respond to disruption, the rate at which we can innovate and bring great new experiences to consumers."

"We used to have many research and development sites all over the world. We’ve concentrated those down to a much smaller number of sites, each with the full competence to deliver a great product."

"We’ve taken out several layers of management to simplify the organisation. We’ve jettisoned all sorts of boards and distilled decision-making down to those who are participating in projects and accountable for them."

"We have adopted a whole series of classical management techniques to drive nimbleness, to drive responsiveness."

"But there’s something far more important and that is the changing culture of the company. We have deliberately focused on the attitudes and behaviours that matter today, at this point in our history."

"Listen to your consumers, listen to the partners we have, listen to the employees, assess what you agree with, what you disagree with but be aware of what’s going on around you and respond appropriately."

" a global company, Nokia is also subject to the threat of changing government approaches and regulations"

"On a micro level, the biggest threat for us is always the next disruption around the corner."

" is great to be in the business of inventing new technologies that are focused on helping people better enjoy their lives more and become more productive."

"The consumer is a stakeholder for any business, of course, but in our industry the consumer is playing a far more active role in shaping the product in terms of using the services and applications we deliver."

"...our consumers are not only consuming but they’re also contributing, enabling us to establish a different form of relationship with them than we had even a few years ago."

"What that local focus does is it connects us as an organisation more deeply into the local fabric, giving us a better understanding of what consumers might need in those environments and how to better support them."

"It's amazing how just focusing on the well-being of our customers has a dramatic impact on the quality of the experience we deliver and their perception of what we’re able to do for them as a company."


As part of PwC's 16th Annual Global CEO Survey, we spoke with Stephen Elop, President and Chief Executive Officer of Nokia. In this short video, Stephen shares his insights on technology as a driver for growth, Nokia's corporate culture, and planning for disruptive events.

Stephen joined Nokia in 2010. He is the President and CEO of Nokia Corporation, and he is a Member of the Board of Directors.

Previous to his roles in Nokia, he was President of the Microsoft Business Division and member of the senior membership team of Microsoft Corporation (2008-2010), COO, Juniper Networks, Inc. (2007-2008), President, Worldwide Field Operations, Adobe Systems Inc (2005-2006) and President and CEO (last position), Macromedia Inc. Stephen holds a Bachelor in Computer Engineering and Management (McMaster University, Hamilton, Canada) and a Doctor of Laws, honorary (McMaster University, Hamilton, Canada).
  These interviews contain the opinions and views of the CEOs interviewed, and do not necessarily represent the opinions and views of PwC.


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