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Nokia N8 Hd Games Free Download 2013
the fact that symbian^3 and meego were both the result of large organisational structural changes led to major conflict. because of organisational conflicts, the internal implementation of symbian^3 in nokia and of meego in nokia was not smooth, and there were ongoing organisational conflicts about the strategic focus of the division. meego was initially the platform of choice for the n8. however, symbian^3 was developed specifically for smartphones. it was also more stable and thus easier to develop than meego, and it was thus more integrated with the existing products. the n8 was the first smartphone on the meego platform.
nokia launched the n8 the first of its symbian^3 series smartphones with a 5-megapixel camera and the ability to handle a large range of online applications. the smartphones camera was clearly superior to the previous symbian phone cameras and, at the time, it was a very innovative feature. the symbian^3 phones were considered as symbian^3s main feature was the touchscreen user interface. according to current research, the touchscreen has become a major selling feature of mobile devices. it is also a key source of value to consumers and it is likely to be a key source of value to the company as well (viräga, 2012 ). a touchscreen device can be used for many applications, such as navigation, music listening, and games. however, its most important applications are for general-purpose information and communication applications, such as web browsing, email, and social networking. a device with a touchscreen is also more convenient to use than a device with a keyboard and physical buttons. it is also easier to use and it has a better interface between users and machines (geldart, 2008 ). in addition, the touchscreen has become a key source of brand image and differentiation for the companies that have launched it. the touchscreen is now widely considered to be the primary source of value for mobile devices.
key elements of a top management team for a new start-up company are a leading innovation and a ceo who is familiar with the operational environment. when we traced the leadership history of nokia, the most suitable candidate, olli-pekka kallasvuo, was not in a position to become nokia ceo in 2004. so, the organisation chart and ceo roles were re-written, and kallasvuo was appointed as a temporary ceo. his appointment was not a success. nokia suffered from a series of management failures including, amongst others, inadequate financial and fiscal planning, chaotic communication between the top management team, and the loss of the vision-based and strong leadership that had been available under ollila. kallasvuos conservative leadership mentality was not in line with the key responsibilities of the ceo position.
after the 2005 shakeup, the appointed new ceo was stephen elop. the critical impact of elop on the future development of nokia and symbian is reflected in our interviewees’ view: he successfully rebuilt the top management team, he improved symbian and reduced the number of symbian-related products and services, and he made a special effort to recruit symbian-competent managers. in the interviews, our informants emphasised that elop has implemented substantial changes in the organisational structure, such as eliminating the matrix organisation and promoting a functional organisation. as one of our informants said:
a new ceo with strong experience in the telecommunications sector was a fundamental precondition for the smooth launch of the nokia n8. however, the merger of the communications and telecommunications networks business units of the nokia-siemens group led to challenges related to the integration of these businesses. since the telecom unit had been a high-profit area and a major strategic asset for nokia, the strategy was to focus on the business and services unit, and to integrate mobile phone networks and the maemo platform.
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