EXECUTIVE INSIGHTS
Monika Maurer
Board Member at Valmet, Former COO of Nokia, CEO of RFS
#09: Monika reflects on navigating industry disruptions, repositioning businesses for growth, and what it takes to lead through uncertainty.
In this edition of Executive Insights, Anna Gromadzka speaks with Monika Maurer, an accomplished technology and manufacturing leader, currently a Board Member at Valmet and formerly COO of Nokia and CEO of Radio Frequency Systems (RFS). With over 25 years of experience, Monika has led large-scale transformations across telecommunications, technology services, and manufacturing sectors.
Anna: You’ve led transformations in fast-changing sectors like telecommunications and manufacturing. Could you walk us through the key milestones that shaped your leadership journey?
Monika: My background is in telecommunications, which is full of rapid disruptions. I’ve had the opportunity to lead through multiple major transformations, often driven by technology shifts and M&A. My time as CEO of RFS was a chance to take full end-to-end responsibility. Before that, I served as COO of Nokia’s Fixed Networks and held several other senior roles at Nokia and Alcatel-Lucent, including business group president roles. These experiences helped shape my leadership approach, particularly during times of significant change.
Anna: During your time at Nokia and Alcatel-Lucent, you led portfolio restructuring during a period of intense competition. What challenges were you facing?
Monika: We were experiencing significant shifts like the rollout of LTE and 5G, which required complete overhauls of hardware, supply chains, and workforce capabilities. At the same time, Chinese manufacturers were entering the market aggressively. Initially, many underestimated the threat. But over time, it became clear they were learning fast, backed by a massive domestic market.
Anna: How did you help Nokia navigate these disruptions?
Monika: Three things were essential: First, deep customer engagement. Second, staying close to regulators to understand emerging priorities. Third, realigning our supply chain and manufacturing to be more competitive. We also emphasized innovation to stay ahead. And none of this works without the right leadership team. Communication, clarity, and having people aligned around shared goals are key.
Anna: You also conducted strategic portfolio reviews at Nokia and Radio Frequency Systems (RFS). What made those successful?
Monika: It comes down to having the right data and stakeholder alignment. We considered market and competitive intelligence, financials, feature gaps, and strategic fit. If you can’t close a performance gap in the short term, it might not be worth the investment. Stakeholder management—customers, shareholders, internal teams—was also crucial. Everyone needs to understand and support the direction.
Anna: When you became CEO of RFS, what was the business context and what did you focus on first?
Monika: The business was under pressure. The shareholders wanted to divest, and several segments were unprofitable. Shortly after I joined, the pandemic hit, and we had to pivot fast. We moved to virtual customer engagements, trained field service workers remotely, and re-evaluated our business lines. We did a deep portfolio analysis, identified segments to divest or close, and found new buyers despite the challenges. I’m proud that we secured a sustainable future for the people and products.
Anna: What advice would you give to a first-time CEO stepping into a complex situation?
Monika: Get up to speed fast. Build strong relationships with customers and assemble a leadership team you trust. Do a thorough portfolio analysis. Then move quickly with a clear strategy and implementation plan. Speed, clarity, and trust are everything.
Anna: What parallels do you see between the disruptions you navigated and today’s market challenges?
Monika: It’s a bit of a deja vu. Whether it’s Russia’s full-scale invasion of Ukraine, tariffs, or supply chain fragility—you need to expect the unexpected. Overreliance on a single region is risky. Resilience now means being agile, diversified, and proactive. Businesses also need to keep their CO2 footprint in check and embrace technologies like AI. These disruptions also present big opportunities.
Anna: How should leaders evaluate AI investments?
Monika: Assess your in-house capabilities. Seek external expertise if needed. Focus on immediate wins, but also plan for medium- and long-term value. Build a vision and invest strategically—don’t just chase trends. You don’t have to be an AI expert, but your company needs that knowledge.
Anna: You’ve led global teams. How did you approach leadership development in times of change?
Monika: It needs structure. We worked closely with HR to identify and develop talent systematically. We used coaching, training, and regular assessments. It’s not enough to assume people will evolve on their own. Leadership development needs intentional focus.
Anna: Which skills were in shortest supply?
Monika: In fast-evolving tech sectors, keeping up with technical expertise is essential. But we also saw a gap in people skills—especially among engineering leaders. We had to develop emotional intelligence and leadership capabilities across the organization. Collaboration, feedback, and customer understanding are critical complements to technical strength.
Anna: Culture can make or break transformation. What helped you build a culture of agility and innovation?
Monika: We offered training, mentoring, and honest feedback. Psychological safety is key—creating an environment where people can speak up, admit gaps, and support one another. Early in my career, my background in pedagogy was under-appreciated. But it turned out to be a strength, because I always saw people as the key success factor. That mindset made a difference.
Anna: Looking ahead, what are the key trends shaping manufacturing and industry?
Monika: Cost efficiency will remain critical, but not at the expense of resilience. Localizing supply chains, supply chain and transportation efficiencies, and increasing automation. AI and digitalization will be key differentiators—even in sectors like admin or operations. Companies need to invest in future-readiness across all layers.
Anna: One final thought: What’s the one piece of advice you’d offer to leaders today who are facing disruption, uncertainty, or major market shifts?
Monika: Be a leader, not just a manager. Take a 360-degree view. Understand your space deeply, but also engage customers, teams, and stakeholders. The future belongs to those who are fast, open, and committed to real collaboration.
Anna: Thank you for your time, Monika; it has been a pleasure.
Monika: Thank you Anna! Always happy to chat!