How many managers does Nokia have and how many people under one manager? How many layers of management are there?
6 replies (most recent on top)
Way too many! There are 7 people above me in the hierarchy chain. How many managers does it take to do power point slides reporting the same status and issues, and nothing really getting resolved but only having meeting after meeting? If they want to be managers, then they should help out with coding, testing, debugging, answering customer issues in detail, understanding the algorithms and simulation results, etc. Else, no need to have a manager just signing off on the vacation time sheet and a typist to create the ppt slide. That's what AI is for.
If Nokia's CEO and CFO are serious about getting the stock price to go up from the current price, then they need to make a drastic change by eliminating layers of middle management. In March of 2023, at Meta, Mark Zuckerberg eliminated layers of middle management, demoting many supervisors to the ranks of the supervised. And look at their stock price now. Doubled!
Why would a company knowingly hire dead weight? How is this ethical for a company that is rated highly for ethics? Even the dead weight must be questioning how this could be ethical when so many others who work for the company work 996 or 12 12 7 or 12 12 6 or 997?
I think the ratio between managers to employees at Nokia is around 1:11 . That's no where near the McKinsey report of 1:30. This means Nokia has approximately three time more the number of managers then what's recommended by McKinsey report.
I report to one manager, but five managers attend my status meeting. They sure have a lot of time and they lack communication among themselves. Now imagine if those other 4 managers were replaced by engineers who actually do the work.
What a waste of resources!
Nokia has about 6, 7, 8 layers of management.
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-organization-blog/fitter-flatter-faster-how-unstructuring-your-organization-can-unlock-massive-value
Radically flatten the structure to minimize layers and increase speed
Cumbersome management layers are the enemy of speed and agility. Leaders should throw out the old rules about the most effective ratios for spans and layers. In a highly digitally enabled world—where bosses are there to empower and enable their employees, not micromanage them, we see often spans as around 1:30. Even the largest organizations shouldn’t have more than six layers; in truly agile organizations, we often see only three layers.