Nokia Mobile Quotes

We've searched our database for all the quotes and captions related to Nokia Mobile. Here they are! All 12 of them:

When Nokia engineers paid homage to the Star Trek communicator with their 0ip-phone designs, it wasn’t because Gene Roddenberry foresaw a true vision for the future of mobile communications. It was because telcoms geeks watched Star Trek
Anonymous
I was satisfied that it would be virtually impossible for Loving to find any connection. “Call him.” I handed Ryan a mobile, a flip phone, black, a little larger than your standard Nokia or Samsung. “What’s this?” “A cold phone. Encrypted and routed through proxies. From now on, until I tell you otherwise, use only this phone.” I collected theirs and took out the batteries. Ryan
Jeffery Deaver (Edge)
A Finnish company started as a paper mill and expanded into other products like rubber goods. In 1992, this company made a mobile phone and when it took off, they sold off all other businesses to focus only on selling mobiles. This is the Nokia story.
K. Vaitheeswaran (Failing to Succeed: The Story of India’s First E-Commerce Company)
In one of his first exploits, he called into Nokia from his own mobile phone and pretended to be a senior executive at the company. By studying the organizational chart and learning some detailed facts about the company, he was able to persuade someone in the IT department of his falsified identity. Mitnick claimed that he lost his copy of Nokia’s top mobile phone’s source code and needed it sent right away or he would be in big trouble. With this ruse, he was able to trick his mark into action. The loyal and unsuspecting employee complied, and within 15 minutes, Mitnick had the most important and confidential intellectual property of a multinational conglomerate.
Josh Linkner (Hacking Innovation: The New Growth Model from the Sinister World of Hackers)
community support is the most critical component for any water solution; without it, all of these efforts are sunk. We also know that parts must be readily available, that maintenance workers need to be incentivized, and, ideally, that these technologies are assembled and maintained locally. But we’ve learned this is true for all solutions, both high tech and low tech. Moreover, the idea that high-tech solutions won’t work in rural environments went away with the cell phone. What’s more high tech than a Nokia mobile phone? Yet there are nearly a billion of them working all over Africa.
Peter H. Diamandis (Abundance: The Future is Better Than You Think)
In 2008 Nokia led the world in mobile phone sales. When Apple introduced the iPhone, few thought it would take off. The trend was to make handsets smaller and cheaper, but Apple’s was bulkier, pricier, and buggier. Nokia’s frame came from the conservative telecom industry, valuing practicality and reliability. Apple’s frame came from the breathlessly innovative computing industry, valuing ease of use and the extensibility of new features via software. That frame turned out to be a better fit for the needs and wants of consumers—and Apple dominated the market.
Kenneth Cukier (Framers: Human Advantage in an Age of Technology and Turmoil)
So in 2011, when Nokia needed to lay off 18,000 employees due to difficulties in its mobile phone business, it had learned its lesson. It launched the Bridge programme, giving these workers five potential paths forward: finding another job within Nokia, finding another job outside Nokia through outplacement, starting a new business, taking business or trade courses, or building a new path such as volunteering – the last three funded by grants from Nokia.
Alex Edmans (Grow the Pie: How Great Companies Deliver Both Purpose and Profit – Updated and Revised)
Kodak was not defeated by other printer makers, but by the rise of screens. Nokia was not defeated by traditional handset makers, but by the rise of mobile software applications. And taxi fleets were not defeated by other medallion holders but by the rise of ridesharing platforms. The nature of competition, and of competitors, is changing.
Ron Adner (Winning the Right Game: How to Disrupt, Defend, and Deliver in a Changing World (Management on the Cutting Edge))
I started to organize the procurement process from Denmark, which was good and not good. Good because I had experienced procurement people and engineers close by, and not good because I discovered quickly that we were required to put contracts out to tender under strict EU rules that would thwart our ability to launch on time. That, in turn, would mean that we could risk high penalties and/ or lose the license. After issuing the Request for Proposal and one round of intense negotiations with a couple of network suppliers, we decided to move the procurement team to Hungary. There were two suppliers left, a newcomer called Nokia and the old Ericsson, Finns and Swedes. The final negotiations could start.
Ineke Botter (Your phone, my life: Or, how did that phone land in your hand?)
Nokia and our team worked day and night; sites were selected, even churches, masts were built, and equipment was installed. We were heading for launch. Dead tired but things moved forward. Richard’s wife was screaming and shouting on the phone, where the f… he was, she would divorce him. It was early evening after our Christmas party, the offices deserted. Very cold outside, big snowflakes falling. Richard and I were looking out of the big 6th floor windows of our new office in Pest. Silently we stood together. We had grown close that year. He said sadly, ‘You see those people there Ineke? They have a life and we will improve it when they get cheap mobile phones. And we?’ I said nothing, I just watched people pass by and felt like him; lone wolves we had become.
Ineke Botter (Your phone, my life: Or, how did that phone land in your hand?)
For an illustration of business drift, rational and opportunistic business drift, take the following. Coca-Cola began as a pharmaceutical product. Tiffany & Co., the fancy jewelry store company, started life as a stationery store. The last two examples are close, perhaps, but consider next: Raytheon, which made the first missile guidance system, was a refrigerator maker (one of the founders was no other than Vannevar Bush, who conceived the teleological linear model of science we saw earlier; go figure). Now, worse: Nokia, who used to be the top mobile phone maker, began as a paper mill (at some stage they were into rubber shoes). DuPont, now famous for Teflon nonstick cooking pans, Corian countertops, and the durable fabric Kevlar, actually started out as an explosives company. Avon, the cosmetics company, started out in door-to-door book sales. And, the strangest of all, Oneida Silversmiths was a community religious cult but for regulatory reasons they needed to use as cover a joint stock company.
Nassim Nicholas Taleb (Antifragile: Things That Gain From Disorder)
Nokia is a great example of the cost of caution. In 2007, Nokia was the world’s largest and most successful maker of mobile phones, with a market capitalization of just under $ 99 billion. Then Apple and Samsung came blazing into the market. In 2013, Nokia sold its money-losing handset operations to Microsoft for $ 7 billion, and in 2016 Microsoft sold its feature phone assets and the Nokia handset brand to Foxconn and HMD for just $ 350 million. That’s a drop in value for Nokia’s mobile phone business from somewhere in the neighborhood of $ 99 billion to $ 350 million in less than a decade—a decline of over 99 percent. At the time, Nokia’s decisions may have seemed to make sense. Nokia actually continued growing even after the launch of the iPhone and Google’s Android operating system. Nokia hit its peak in terms of unit volume when it shipped 104 million phones in 2010. But Nokia’s sales declined after that, and were surpassed by Android in 2011 and iPhone in 2012. By the time Nokia’s management realized the existential threat facing them, it was too late; even the desperation play of aligning themselves with Microsoft as its exclusive Windows Phone partner couldn’t reverse the decline.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)