The Leader - November/December 2008 - (Page 38)

EXECUTIVE P R O F IL E Inside Nokia Siemens Networks’ Joint Venture: Peter Doran Builds the ‘Anytime, Anywhere’ Work Culture BY RICHARD KADZIS hat do you get when you combine key pieces of a leading-edge telecom with parts of a global manufacturer noted for product and systems integration? You get Nokia Siemens Networks, or NSN. You also get a prescription for corporate real estate (CRE) and workplace to take on a leadership role in a fast-growth context; one that’s also more entrepreneurial than it is corporate. “Your heart beats a little faster,” conﬁdes Peter Doran, NSN’s Head of Global Real Estate, about senior-level expectations for effective management of the new company’s global property and workplace run rate, representing a substantial part of NSN’s US$21 billion (€15 billion) in 2005 revenues. More and more multinational companies, including NSN, are relying on the CRE function to enhance growth, open new markets, support customers and even promote innovation. In these environments, CRE helps add to W competitive advantage and capitalize on business opportunity. For the NSN joint venture formed in June 2006, the opportunity is found across the expanding spectrum of social media and broadband technology marking the new communications and commerce paradigms of the Information-Age economy. The stakes are high, starting with potential market share. Up to half of the world’s six-billion people subscribe to wireless phone and internet services today with or without broadband delivery, as a recent Industry Tracker whitepaper on changing demographics reported. Doran adds, “By 2015, we will live in a world in which ﬁve-billion people will be connected, most of them via broadband.” Culture Intersects with Opportunity “Broadband with no boundaries” is how NSN deﬁnes not only its business opportunity but also its company culture. A little more than two years into the JV, it’s a culture that’s still being deﬁned – one that Doran and his global internal staff of 13 are inﬂuencing, largely through the ﬁne art and science of change management. “We’re helping to build a culture from a CRE standpoint,” Doran relates. That’s entailed balancing the large scale of NSN’s 60,000 combined employees against an environment of collaboration and ongoing innovation – a clear case for CRE’s need to master how work environments must complement and empower work styles. The synergy of NSN’s products and services with better ways of working and innovating adds another dimension to Doran’s strategic focus inside and beyond the enterprise. It’s a focus that clearly communicates the needs of the business, not the needs of CRE. “Our drivers are innovation and focus on our internal customers, their satisfaction, their productivity and their retention,” Doran emphasizes. “Our customers require that we have a local presence, which is a major inﬂuence on our real estate strategy. 2 0 0 8 TH E L E ADE R 38 NOVEMBER / DECEMBER

Table of Contents Feed for the Digital Edition of The Leader - November/December 2008

The Leader - November/December 2008 Leadership Contents Message from the CEO Real Estate in the News Leveraging Business Geography My Work @ Bank of America Blending the Old with the New A Tool for Growth Creating Real Estate Value Nokia-Siemens Networks’ Peter Doran DTZ’s James Maddock Annual Economic Development Directory The Georgia Report Location Profile: Magdeburg, Germany Linking Corporate Real Estate to the Enterprise 3rd Quarter 2008 Adding Value in Challenging Times Australia and New York Shell’s Paul Huston Economic Development in the News A Look Ahead In our Next Issue Calendar of Seminars Index of Advertisers Chapter Learning: The Global Perspective

The Leader - November/December 2008

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