2 Consider how you could use multiple-cause diagrams to ‘picture’ the multiple and interacting causes that bring pressure for change where you work, or in an organization that you know well. Lack ofrecognition ofchallenges tomarket shareDecline in nativeFinland marketshare (from 93%to 80%)US marketshare downDecline in Europeanmarket shareUS retailers favourMotorola and LG ofSouth KoreaFinnish retailers favourcompetitors Samsungand Sony EricssonPossible decline in Finland'sstatus as a technological leader(tremor felt throughout Finland)Launch of 'lookand feel overhandset makersLow desire for co-brandingle.g. Vodafone and T-mobile)seen as 'the futureStuck' as anexclusivesupplierDated 10 years ago)look of NokiaNegative effects on theFinnish national economyCompetitors'phones havehigher qualityand technicalspecificationsLoss ofjobs inFinlandSituations of change such as that outlined at Nokia, above, draw attention tothe complexity of the change environment. However, we can do more than simplyidentify the various triggers for change. Analyzing the relationships between them- their systemic nature - is even more important. The multiple-cause diagram inthe case example is an attempt to do this.Multiple-cause diagrams have the power to capture the complex dynamics ofchange situations. They help bring about a deeper understanding of how changesin one variable can have far-reaching effects in other parts of the situation. Theyact, therefore, not only as a descriptive model, but also as an analytical tool forunderstanding and managing change. Case Study: Strategic Change at NokiaBased in Finland, Nokia transformed from being a diverse conglomerate intoa world-leading mobile phone producer in the 1990s. Since then, the company hasexperienced very tough operating conditions in the face of competition fromSamsung and products like the Apple iPhone. Substantial layoffs and plant closurestook place across the world as Nokia missed out on consumers who were turningto smartphones. By concentrating on mobile phones, Nokia also faced intensecompetition from large volume producers in China with lower cost structures.A new CEO was appointed from Microsoft in 2010 and he quickly sent amemo to all employees. The memo, rich in metaphor, became known as the'burning platform' memo and basically said that Nokia had missed out on some bigconsumer trends and was now years behind the market and, while that washappening, top managers in Nokia thought they were doing the right thing andmaking good decisions.The new CEO accused Nokia of lacking accountability and leadership, of notcollaborating enough internally and not innovating fast enough. He likened thesituation that the company faced with being on a burning oil platform, theimplication being that Nokia could stay where it is and perish in the flames, or jumpinto icy waters and have a chance of survival. Despite the new CEO's 'call to arms',market share, revenues, profits and share price continued to fall. In 2013, Microsoftpurchased Nokia's mobile phone business and the CEO moved to Microsoft as partof the deal. If Nokia continues to lose share in the market then the Finnish economywill suffer further. The company had helped put Finland on the map as atechnological leader and employer of a lot of people.

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INTRODUCTION:
Change is a given in every company. Effective change management is necessary as a…