The full letter covers a lot of criticism in regards to what the company is currently planning. The nine should be elected by a majority, want to change the current management seriously. One of the first things they want to do is see the expulsion of Nokia's CEO Stephen Elop.
Their argument is that Nokia will maintain ownership and control of the level of its software products because the software is where the value of innovation, differentiation and shareholder more easily can be created. Also want a renewal in hiring strategy, the Elimination of outdated and bureaucratic R&D practices and at all costs avoid becoming "a poorly differentiated OEM".
If you choose us a majority on the Board will pursue Nokia the following agenda:
* Return the company to a strategy that aims for high growth and high profit margins through innovation and overwhelming products with unrivaled user experience.
* Maintain ownership and control of software of Nokia products. The software is where innovation, differentiation and value to shareholders more easily can be created.
* Hiring strategy Revamp to target the young talent of the top software from around the world. Only if Nokia is able to attract and retain the best talent in the industry will be able to raise the level of innovation that is required to achieve sustained growth and consistently high profit margins.
* Dramatically increase efficiency by eliminating outdated and bureaucratic R&D practices such as geographically distributed software development and outsourcing.
* Avoid at all costs, becoming an OEM poorly differentiated with only low margin, commodity that is able to attract top talent and software cannot create shareholder value though innovation.
If you choose us a majority on the Board of Directors the following Nokia will take concrete actions:
* Immediate unloading of Stephen Elop from his duties as President and CEO of the company. Appointment of a new CEO with an international background of the mobile industry. The new CEO will be committed to pursue the rest of the actions listed below.
* Restructure Alliance with Microsoft as a tactical exercise focused mainly to the North American market. Release one or two Windows Phone devices under a sub-brand of Nokia. Only if the carrier acceptance, sales volumes and profit margins are satisfactory, consider releasing more WP devices and make them available in Europe. Windows phone will be the main development platform for Nokia. Nokia phones running Windows Phone will simply take advantage of existing tools for developers and application ecosystem already put in place by Microsoft.
* MeeGo will be Nokia's primary smartphone platform. This is where most innovation happens. If MeeGo does not bring great devices to the market on an accelerated pace, this strategy will not work. The Smartphone and tablet MeeGo will win top experiences and applications, iOS and competitor of Android-based products. To reduce time to market, will be done all R&D internally and MeeGo in one geographic location. If necessary, suspend the collaboration with Intel and concentrate resources on innovation and release new Nokia MeeGo devices to market faster.
* Increase the duration of Symbian for a minimum of 5 years. Collect the profits of the existing market Share and consumer preference that Symbian is already in Europe and Asia. Use increasingly Symbian to target mid-tier and feature phone segments. Up-selling existing users of Symbian for MeeGo. Concentrate efforts of Symbian in specific countries in Europe, Asia and Latin America where Nokia Symbian enjoy a high level of goodwill of consumers and may be sold to healthy margins.
* QT based strategy Developer with primary focus on MeeGo, but providing a credible story for Symbian Developer. Allow developers to make money with huge installed targeting Symbian based while offering their better user experience on MeeGo platform. All this with a common developer ecosystem that allows writing and releasing the software for Symbian and Meego is interoperability with minimal work.
* End distributed R&D. transition to an installation of R&D of which 90% of all Nokia R&D is done in only two geographical positions. One of them will be in Finland and the other will be defined later. There will be no more R&D projects with resources in more cities and zones. Will be allowed only small tactical software projects to take place outside the two main offices of R&D.
* End of outsourcing R&D. bring all major software and hardware development in-house. Immediate end to the outsourcing facilities where there are multiple levels of Nokia project managers and project leaders of the subcontractor between product managers and software developers (in some cases up to 90% of the team is management overhead). This action implies substantial staff layoffs in Finland and other R&D positions worldwide, as well as the recruitment of talented external key and tactical acquisitions of companies where appropriate.
* Leadership team shakeup. Immediate relief of Tero O.j. npera, Niklas Savander and Mary McDowell from all their responsibilities with the company. Other members of the Leadership Team Nokia can download individual reviews pending with the Board of Directors. Discharged the members of the Leadership team of Nokia to be replaced with the internal and external talent.
* Aggressively recruit young talented software from the best universities. Nokia actively recruiting for visiting top universities worldwide to screen and invite the best students for interviews in Nokia's R&D locations. Establish a path of progression of credible and rewarding technical career in Nokia (to avoid the best talent, leaving the company or to become management overhead). They offer competitive salaries for new talent (if necessary, considerably above the market local wages). Establish Nokia as a company where the best and brightest want to work.
* Specific further actions related to the S40 platform Ovi services will be determined and the company's marketing activities at a later stage.
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