1QIn November 2006, 250 executives from Nokia Networks and Siemens Communications got

together in a room in Munich, tasked with hashing out the details of their impending merger.
Nokia and Siemens already had a good idea of what the company would look like on paper:
They would create a huge global company with strengths in both wireless and wireline
telecommunications, leverage a massive international sales force and achieve economies of
scale unavailable to either company so long as they remained network divisions of their parent
companies. But NSN also would be the merger of two distinct corporate cultures. Bastions of
engineering in their own countries, Germany and Finland, each had their own deeply ingrained
identities and, yes, pride. The numbers aside, how would the new NSN function?
Attending that meeting was Bosco Novak, who would become the head of human resources for
the new joint venture. The president of Nokia Networks and future CEO of NSN, Simon
Beresford-Wylie, had asked Novak to take over the role in July, two days before the merger
agreement was publicly announced. At the time, Novak headed Nokia’s global services division
and supervised a huge multinational organization – and also had an inherent cultural asset:
He was a German who had worked for Nokia since 2000. But Novak had not a lick of HR
experience and was puzzled by his boss’ choice. But Beresford-Wylie explained that his role
wouldn’t be that of an ordinary HR manager. Novak would be responsible for crafting and
implementing an entirely new culture at NSN. Novak accepted and five months later he and
249 other executives, managers, and engineers were trying to figure out what exactly that new
NSN culture would be.
The group managed to find several fundamentals that the two companies had in common: They
both were Western European; they both had an ingrained engineering culture, and their
employees also had a deep pride in being on technology’s cutting edge and a feeling of making
a difference in the world. But those cram sessions also revealed some profound differences,
not just in their surface organizations but in how their employees related to one another and
management and in their approach to problems. The most striking of those differences was a
sense of formality and structure in Siemens’ culture, as opposed to a looser set of relationships
and emphasis on flexibility at Nokia.
i) As planning is one of the important management tasks, describe the type of plan that
Bosco Novak is responsible for.
ii) Based on the case study, state NSN’s main vision. Then propose THREE (3) potential
objectives that Bosco Novak and team should pursue and how to accomplish them.
iii) From the observation, one of the factors that had lessen the productivity of the Nokia
company performance was due to its weak interdepartmental relationship. Discuss the
traits that should be possessed by Bosco Novak and the top management in migrating
this mindset in the organization.
iv) Analyse the current organization’s strength, weaknesses, opportunities and threats of the
combined organization. Online them in a SWOT analysis.

IS Case Study

you are requested to craft a case study on digital transformation. The case should illustrate the challenges that meet the organization and how would the IS has taken the organization to the new level of operation.

the case study should include the following:

1. The name of the IS, where is it used, who is the vendor and what support do you have for this system?
2. Name at least five business processes the system does stating whether the process is an asset or a liabilities (Both should be included)
3. How this system is used to achieve business objectives (succeeding or failing)
4. What are the inputs, processing, and outputs of the system that you are presenting
5. What Technologies are used
6. What strategic objectives does it address
7. What would happen if the system was not available
8. What are the management, organisation, and technology components of the information system you are presenting
9. Who is using the system and what are the management reports (if any) can be generated.