148 program managers participated to this training program, sponsored by the leadership team of Nokia Networks. There were 13 groups with 12-10 participants during 2002-2006. Average feedback was 4.5 / 5.
This report describes a large successful case of a goal oriented managed change, based on empowerment and reflection. The organizational culture and emergent nature of the change were respected by a continuously adaptive approach.
The three natural stakeholders have common and conflicting interests. This creates three different subcultures, causing a leadership vacuum in the middle, where product decisions need to be made.