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Behind the Screen
Behind the Screen unveils Nokia's phenomenal success story through people, business initiatives and products. The book explores key moments, key technologies and key managers who contributed to the company's growth to become the world's favorite mobile phone brand. In the 1990s, Nokia outrivaled the traditional telecommunications companies Motorola and Ericsson by introducing innovative products that allowed personalization and gaming, and by exploiting new technologies which created businesses that didn't exist before, such as ringtones. Once the dot-com bubble had burst and 3G licence bidding had driven the industry into a downturn, Nokia faced new competition. Microsoft challenged Nokia i...
Building trust in human-centric AI
The Ethics Guidelines for Trustworthy Artificial Intelligence (AI) is a document prepared by the High-Level Expert Group on Artificial Intelligence (AI HLEG). This independent expert group was set up by the European Commission in June 2018, as part of the AI strategy announced earlier that year. The AI HLEG presented a first draft of the Guidelines in December 2018. Following further deliberations by the group in light of discussions on the European AI Alliance, a stakeholder consultation and meetings with representatives from Member States, the Guidelines were revised and published in April 2019.
The Assessment List for Trustworthy Artificial Intelligence (ALTAI)
On the 17 of July 2020, the High-Level Expert Group on Artificial Intelligence (AI HLEG) presented their final Assessment List for Trustworthy Artificial Intelligence. Following a piloting process where over 350 stakeholders participated, an earlier prototype of the list was revised and translated into a tool to support AI developers and deployers in developing Trustworthy AI. The tool supports the actionability the key requirements outlined by the Ethics Guidelines for Trustworthy Artificial Intelligence (AI), presented by the High-Level Expert Group on AI (AI HLEG) presented to the European Commission, in April 2019. The Ethics Guidelines introduced the concept of Trustworthy AI, based on ...
The Founders
"A definitive look at the origin of PayPal and its founding team--including Elon Musk, Amy Rowe Klement, Peter Thiel, Julie Anderson, Max Levchin, Reid Hoffman, and many others whose stories have never been shared. They have defined the modern world. This experience defined them"--
Kingdom of Nokia
Kingdom of Nokia tells a fascinating story of corporatism in Finland. How did the mobile phone giant Nokia make the Finnish elite willing to serve the interests of the company? Nokia became a global player in mobile communications in the 1990s, and helped establish Anglo-Saxon capitalism in Finland. Through its success and strong lobbying, the company managed to capture the attention of Finnish politicians, civil servants, and journalists nationwide. With concrete detailed examples, Kingdom of Nokia illustrates how Nokia organised lavishing trips to journalists and paid direct campaign funding to politicians to establish its role at the core of Finnish decision-making. As a result, the company influenced important political decisions such as joining the European Union and adopting the euro, and further, Nokia even drafted its own law to serve its special interests. All this in a country considered one of the least corrupt in the world.
Winning Across Global Markets
Lessons for attaining global competitiveness, one market at a time, from international business giant Nokia Winning Across Global Markets examines how 145-year-old Nokia grew from a paper mill in Finland to a multinational telecommunications leader. Why are Nokia's lessons critical for other companies and industries? While multinationals based in large countries benefit from inherent advantages--such as a home base that often accounts for 30 to 50 percent of their revenues--multinationals based in smaller countries such as Nokia, enjoy no such competitive edge. Nokia, in fact, generates less than 1% of its revenues in its home base. To such a company, global competitiveness is a matter of li...
The Mobile Revolution
In The Mobile Revolution senior executives of the world's leading mobile vendors, operators, service providers, software giants, chip kings, media and entertainment conglomerates, publishers, music moguls and brand marketers reveal their secrets and strategies. Nokia, Motorola, Sony Ericsson, Qualcomm, Vodafone, Microsoft, Intel, Yahoo, New York Times, EMI, CNN, ABC, Disney, Warner Music and Universal are just a few of the names that feature. As a result, the book abounds with inside stories of great industry successes (and equally great flops!) as the narrative shifts constantly between the major cities of several continents - from Helsinki and Stockholm, London and Frankfurt, Tokyo and Seoul, Beijing and Singapore, New York City and Los Angeles, to Bangalore and Moscow. The Mobile Revolution is about the making of mobile markets and services worldwide, with a firm emphasis on innovation. Not just another account of technology innovation, it examines the rise of mobile services in the context of maturing and emerging mobile markets.
Ringtone
This book recounts one of the greatest and most spectacular business successes and downfalls in history: that of Nokia in mobile phones. The analysis of Nokia's story distills more general observations and learning points for leaders of other corporations, management scholars, and students.
Innovation Leaders
Innovation leaders promote and address the innovation agenda in their company. Through personal conviction or competitive necessity they are obsessed with providing superior value to customers through innovation. They know how to mobilize their staff behind concrete innovation initiatives and do not hesitate to personally coach innovation teams. For innovation to occur leadership has to be collective. To create a momentum for innovation in their company, leaders from different functions need to team up, to build innovation networks. Innovation leadership is not just an innate talent that can be selected at the hiring level. It can be developed within an appropriate company culture through ca...
Competition for the Mobile Internet
In recent years, billions of dollars (and euros, yen, and other currencies) have been spent by wireless services providers to acquire the radio frequency spectrum needed to offer so-called "Third Generation" (3G) mobile services. These services include high-speed data, mobile Internet access and entertainment such as games, music and video programs. Indeed, as voice communications are substituted by data communications, software -rather than terminals or networks- has become the driver of the wireless industry. Meanwhile, services are becoming increasingly specialized. Why has the road to multimedia cellular been so difficult? These benefits of the mobile Internet have come with the costs of a massive transition that has coincided with the bust of stock markets and the technology segments worldwide, controversial and costly license auctions in several lead markets, dated or mistaken regulatory policies, the clash between the early hype and the pioneering realities of the mobile Internet. But these are generalities that barely scratch the surface. The devil is in the details. And it is these details that Competition for the Mobile Internet addresses.
