The article discusses the author's firsthand experience observing organizational failures, particularly during a 2006 Nokia conference. Despite the company's success at that time, a significant insight highlighted the disconnection between Nokia's current practices and its core mission of "Connecting People." A manager's remark underscored this disconnect, revealing how critical insights can be ignored when not aligned with organizational biases. This failure to communicate and act upon essential feedback illustrates a broader issue in many organizations, where insights never effectively reach those with the power to implement change.
One participant pulled me aside. He said something that has stayed with me ever since: 'Nokia has lost its way. That's what we should be about, but we aren't.'
During a break, one participant pointed out that discussions were all about add-ons and technology, not about truly connecting people.
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