LEADER PROFILE: RAJEEV SURI, THE CURRENT NOKIA CEO 2
Leader profile: Rajeev Suri, the current Nokia CEO
Rajeev Suri was appointed as the Nokia CEO effective from 1stMay 2014 after the former CEO Stephen Elop left to join Microsoft(Ghosh,2014). Suri was born in 1967 and was brought up in Kuwait much of hislife. He joined the Manipal Institute of Technology in 1989 afterfinishing high school, where he pursued a Bachelor’s degree inElectronic and Telecom Engineering. Suri has worked as a leader inmany companies after graduating such as Churchgate Group in Nigeria,before joining Nokia in 1995. In 2009, Suri was appointed the CEONokia Solutions and Networks division, (NSN) which was previouslyknown as Nokia Siemens Networks. Research indicates that Suri’sperformance while as the CEO of NSN is the main reason why he waschosen to take up the big global leader seat. Nokia has been facingvarious challenges especially after selling its handsets and servicesto Microsoft. However, the appointment of Suri as the new CEO hasbeen referred to as a “classical move” since Suri is believed tobe an effective global leader who will lead the company towardsprofit maximization and greater productivity (Ghosh, 2014).
Currently,Nokia is facing a lot of competition from big companies such as AppleInc and Samsung.Suri is expected to play a very big role intransforming Nokia to be the leading company in the Telecommunicationindustry. Just like any other effective global leader, Suri iscombining his personal competencies and experience to streamline hisglobal team leaders and their members to outplay and surpass all itscompetitors (Cohen, 2010). In his leadership period as the NSN CEO,Suri has portrayed all the three qualities of an effective globalleader. Intellectually, Suri has the ability and general knowledge tomanage the Nokia global teams in driving innovation, improving growthand delivering better results. Of greater importance, Suri isexpected to change the global company in terms of innovation,production lines and marketing strategies. Recently, Suri hasannounced that Nokia will start manufacturing its own handsets and itis hoping to make an impact in the market with its new high-techproducts. This is an indicator that Suri has embraced hisresponsibilities as a global leader in ensuring Nokia has regainedits position in the competitive market. Suri is a result-orientedleader and one of the shortcomings of such a leader is poor relationand connection between the leader and employees. For such leaders,profit maximization and good results are more important than anythingelse and this is the main reason why their employees are not close tothem.
When Suri was appointed the CEO Nokia Solutions Network in 2009, thedepartment was undergoing a major crisis since it had been recordinghuge losses. Upon appointment, Suri proved his effective globalleadership qualities by resolving the crisis successfully. Accordingto Ghosh (2014), Suri made major restructuring of the department byfirst laying off about 17,000 employees (23% of the company’sworkforce) to minimize cost and let the department concentrate onmobile broadband equipment. Suri employed strategic planning andpulled all the available resources to transform NSN into aprofit-making department. Last year, NSN was the leading departmentin terms of Nokia annual revenues after contributing 12.7 billioneuro. The growth and performance of Suri as the CEO of NSN haselevated him to become the Nokia CEO and he is expected to turnaroundNokia to take over the first position in the competitivetelecommunication industry.
ReferencesCohen,S. L. (2010). Effectiveglobal leadership requires a global mindset. Industrialand Commercial Training,Vol 42 (1),3-10.Doi: http://dx.doi.org/10.1108/00197851011013652GhoshM (2014). WhyDid Nokia Chose Rajeev Suri As Their New CEO?Retrieved 24 June, 2015 from:http://trak.in/tags/business/2014/05/03/nokia-ceo-rajeev-suri/