The case explains and talks about the business and proper challenges of outsourcing development and research (R&D) activities from Denmark to China. Nokia Denmark began in 1996 like a subsidiary from the Nokia Corporation and contained the biggest Nokia R&D unit, focusing on the introduction of mobile telephones, outdoors Finland. In 2007, Nokia Denmark received instructions from corporate headquarters to drastically increase the amount of cell phones developed. Motivated by the necessity to release pressure on its in-house capacity, Nokia Denmark made the decision to delegate certain product projects towards the Taiwanese company Foxconn inside a joint R&D (JRD) setup. Foxconn, among the world's biggest electronic component producers, that was also developing items for a lot of of Nokia's rivals, was handed down to developing and testing selected standardized and fewer complex cell phones, while more complicated and complicated technology projects were maintained in-house. However, by 2010, Foxconn became a character in Nokia Denmark's product process with responsibility for progressively complex projects. Because of the growing need for Foxconn for Nokia Denmark, increasing pressure in the corporate headquarters and also the competitive market atmosphere on items and charges, Nokia Demark thus faced a central question regarding how to proceed using the JRD. Three options were layed out for future years of Nokia Denmark's JRD with Foxconn: the management could choose scaling up, phasing out or ongoing things as they are.
1. Consider the key challenges facing Nokia in its joint R&D with Foxconn in China. If Nokia is to continue with (perhaps even scale up) the JRD, how should it organize and manage the joint product development activities?
3. Key Challenges
4. Organization and Management of Joint Product Development Activities