Nokia Organization Chart

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Nokia Organization Chart

By | April 2008
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Nokia is a world leader in mobile communications, driving the growth and sustainability of the broader mobility industry. Nokia connects people to each other and the information that matters to them with easy-to-use and innovative products like mobile phones, devices and solutions for imaging, games, media and businesses. Nokia provides equipment, solutions and services for network operators and corporations. Nokia is a broadly held company with listings on four major exchanges. Nokia comprises four business groups and two horizontal groups.

Organization
Organizational Structure

Nokia comprises four business groups: Mobile Phones; Multimedia; Enterprise Solutions and Networks. The company also includes two horizontal groups: Customer and Market Operations and Technology Platforms. The following chart shows Nokia's organizational structure:

Nokia India Private Limited first started operations in India in 1995, and presently operates out of offices in Gurgaon, New Delhi, Mumbai, Kolkata, Bangalore, Hyderabad and Ahmedabad, covering the whole of India for the company’s different businesses.

We wrote telecom history in India together with our customers, when the first GSM call in India was made on a Nokia 2110 mobile phone on a Nokia-supplied network in 1995.

Today, our operations include both the handsets and infrastructure businesses, supported by about 1200 personnel covering Mobile Phones, Multimedia, Enterprise solutions, and Network infrastructure.

India is among the top 10 markets for Nokia worldwide today. In new growth markets such as India, with mobile phone penetration being less than five per cent of its over one billion population, Nokia is focused on working closely with operators to lower the total cost of ownership and usage for consumers, by offering the right mix of affordable and attractive handsets with relevant feature sets and essential mobile voice and messaging services, to bring the benefits of mobile communication to...
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