What is the fruitful way to move internally within Nokia in different countries?

Hi, thank you for your question. If your competencies are matching the vacancy requirements and you are the best candidate, the company will certainly evaluate your application and we will look at the practical implementation for relocation. As such we have an open culture for employee development and are eager to evaluate each internal applicant in line with the value add for the business.

If any employee want to work with Nokia and current project has been closed, then who will support to find the right opportunity

You can always create your profile on www.nokia.com/careers and ask for automatic notifications for roles in line with your career aspirations.

Hi, Daniel, I would say we are a matrix organization - with a very open way of working, strongly connected to our culture of Open, Fearless, and Empowered - far from the hierarchic structure one learns about with regards to some establishments. Information, communication is dynamic, accessible to all employees through Townhalls, SharePoint pages, Yammer, and e-mail communication, just to mention a few.
https://www.nokia.com/about-us/company/leadership-and-governance/
You can read about our operating model here: https://www.nokia.com/about-us/company/nokias-strategy-2021/

Hi C. Daniel W.,
Thank you for asking this critical question. The benefits and liabilities of the various organizational structure options are well documented. In my opinion, the matrix configuration most closely aligns with the structure of the organization of which I am part. Within that matrix organizational structure, there exists an amount of verticality for leadership purposes. The organization structures used emphasize well-defined workplace roles, empowerment, and significant horizontal component to help encourage expedient decision-making, substantial levels of collaboration (between different groups, departments, and organizations), and accountabilities necessary to consistently meet and exceed customer expectations.

For example, Nokia’s Training Delivery Managers must collaborate closely with Instructor teams and their managers (within the same organization), Sales Enablement and Business Development teams (within a different group), Equipment Labs staff and customer account executives (within different organizations), Courseware Development teams, etc. for Nokia customers to receive the product and technology learning services they need; and when they need it.

All Nokia employees are given the required tools and encouraged to exercise the autonomy, openness, autonomy, and empowerment to make the decisions needed to do our jobs effectively. Our leaders are always ready to support us whenever and however needed. My observation is that all groups within Nokia have organizational charts.