Nokia Quotes

What’s there in Finland?” his boss asked. “Sibelius, Aki Kaurismäki films, Marimekko, Nokia, Moomin.” Tsukuru listed all the names of famous Finnish things that he could think of. His boss shook his head, obviously indifferent to all of them.

Excuse me," he greeted, smiling. "I'm sorry to bother you, but do either of you know how to get to the Nokia Theater?" "Absolutely," Dylan chimed in. "That street right there is forty-second." He pointed to the right of where we were sitting. "You want to follow that for another four blocks and then turn right when you see Yangsoon's Kitchen. Then you want to go up another two blocks and bang a left at Starbucks. You'll see the theater up on your right after the big McDonald's sigh. You can't miss it." The man put the newspaper he was holding under his arm and extended his hand out to shake Dylan's. "Thank you sir. I really appreciate it. "He turned and scrambled off at lighting speed. I peered at Dylan suspiciously. "You don't really know how to get to the theater, do you?" His face remained blank as he shook his head. "Not a clue.

It was an ancient thing, a Nokia, black-and-grey, with about as many functions as a bottle opener. You could no more take a photo with it than send an e-mail with a stapler.

In his other hand is a spear made from duct tape, a smashed Nokia phone from 1998 and a selfie stick. Welcome to the future.

Smartphone makers sought deeper ties with retail buyers by adding ring tones, games, Web browsers, and other applications to their phones. Carriers, however, wanted this business to themselves. If they couldn’t sell applications within their “walled gardens,” carriers worried they would be reduced to mere utilities or “dumb pipes” carrying data and voice traffic. Nokia learned the hard way just how ferociously carriers could defend their turf. In the late 1990s the Finnish phone maker launched Club Nokia, a Web-based portal that allowed customers to buy and download

Jerry Michalski notes that in the past, scarcity meant value. That is, without scarcity, you didn’t have a business. Now that notion has been upended. Dave Blakely of IDEO thinks about ExOs in the following way: “These new organizations are exponential because they took something scarce and made it abundant.” Nokia bought Navteq, trying to buy, own and control scarcity, only to be leapfrogged by Waze, which managed to harness abundance.

The methods that will most effectively minimize the ability of intruders to compromise information security are comprehensive user training and education. Enacting policies and procedures simply won't suffice. Even with oversight the policies and procedures may not be effective: my access to Motorola, Nokia, ATT, Sun depended upon the willingness of people to bypass policies and procedures that were in place for years before I compromised them successfully

Deliver a winning user experience”: Without an explanation of why we hadn’t been able to do that so far, how we could change course, and why we would be able to do things differently in the future, this was just an item on a wish list.

The success of big business and the well-being of the world have never been more closely linked. Global issues cannot be removed from the business world because business has only one world in which to operate. Businesses cannot succeed in societies that fail. —JORMA OLLILA, CHAIRMAN AND CEO, NOKIA

2001, NOKIA CELLPHONE His first cellphone was slipped into his hands on September 12th, 2001. The cover was the American Flag. “It’s just... in case of emergency,” his mother whispered to him. As if the world had not ended, had not evaporated already. He still goes to school. He hears myths on the bus about Hussein. He donates his piggy bank to Fire Station 86. In it is a 20-dollar bill and purple pieces of toy soldiers. He wonders if the soldiers’ hearts exploded. He wants them back in the piggy bank.

We’ve seen what happens with the development of the cell-phone technology that was deployed in Africa faster than any other technology ever in the history of humanity. We see small villages, where they have no running water, wood fires to cook with, and no electricity — yet there’s one little solar panel on top of a mud hut and that solar panel is not there for light. It’s there to charge a Nokia 1000 feature phone. That phone gives them weather reports, grain prices at the local market, and connects them to the world. What happens when that phone becomes a bank? Because with bitcoin, it can be a bank. What happens when you connect 6 1/2 billion people to a global economy without any barriers to access? ​ ​

Sometimes I speak to various regional banks, the ones that are not afraid of bitcoin. They tell me things like 80 percent of our population is a hundred miles from the nearest bank branch and we can’t serve them. In one case, they said a hundred miles by canoe. I’ll let you guess which country that was. Yet, even in the remotest places on Earth, now there is a cell-phone tower. Even in the poorest places on Earth, we often see a little solar panel on a little hut that feeds a Nokia 1000 phone, the most produced device in the history of manufacturing, billions of them have shipped. We can turn every one of those into, not a bank account, but a bank. Two weeks ago, President Obama at South by Southwest did a presentation and he talked about our privacy. He said, ”If we can’t unlock the phones, that means that everyone has a Swiss bank account in their pocket." That is not entirely accurate. I don’t have a Swiss bank account in my pocket. I have a Swiss bank, with the ability to generate 2 billion addresses off a single seed and use a different address for every transaction. That bank is completely encrypted, so even if you do unlock the phone, I still have access to my bank. That represents the cognitive dissonance between the powers of centralized secrecy and the power of privacy as a human right that we now have within our grasp. If you think this is going to be easy or that it’s going to be without struggle, you’re very mistaken.

We lived in a safe, family-friendly area, but parts of London were rough, as you’d expect from any large city. Mark had a knack for attracting muggers. One time, we were in a train station and a little kid--no more than about eight years old--came up to him: “Oi, mate, give me your phone.” We always carried the cool Nokia phones with the Snake game on them, and they were the hot item. It was like inviting trouble carrying one around, but we didn’t care. Mark thought the mini-mugger was crazy: “Are you kidding me? No way.” Then he looked over his shoulder and realized the kid wasn’t alone; he had a whole gang with him. So Mark handed over his phone and the kid ran off. I never let him live down the fact that an eight-year-old had mugged him. I had my own incident as well, but I handled it a little differently. I got off the train at Herne Hill station and noticed that two guys were following me. I could hear their footsteps getting closer and closer. “Give us your backpack,” they threatened me. “Why? All I have is my homework in here,” I tried to reason with them. They had seen me on the train with my minidisc player and they knew I was holding out on them. “Give it,” they threatened. My bag was covered with key chains and buttons, and as I took it off my shoulder, pretending to give it to them, I swung it hard in their faces. All that hardware knocked one of them to the ground and stunned the other. With my bag in my hand, I ran the mile home without ever looking back. Not bad for a skinny kid in a school uniform.

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

The truth is that our material possessions, rather than helping us understand our limits and our place in the world, regularly distort out perspective. Put a Coach purse or the key to a BMW M series or the latest Nokia gadget in our hands and it's not uncommon for humility, respect for other people, and appreciation of our environment to drain from out brains.

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.

The first 350 families agree to participate on the panel would each receive a Tandy personal computer, with 133 MHz Intel Pentium processor; a Hewlett-Packard combination printer, fax, and copier; the most advanced Nokia cellular phone; and an AT&T telephone that was not yet on the market and that offered so many features the company called it a "personal information center.

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.

Risk management does not mean minimizing risks; it means choosing which risks to take, with open eyes and in a deliberate, analytical fashion. The list of things you do is important, but the list of things you decide not to do is sometimes even more important.

you must always question your role and refuse to be bound by it. Act based on facts and current circumstances, not based on tradition. Use common sense and be pragmatic. As

The iPhone’s app store introduced business development on steroids. Nokia, BlackBerry, and traditional carriers sourced their apps contractually, whereas the iPhone created an open platform, allowing anyone to create apps for

Jag satt en gång i en paneldebatt i Beijing tillsammans med representanter för Sony Ericsson, Nokia och Motorola. Moderatorn frågade hur vi i panelen såg på "Kina och kopiering" och alla representanterna från de stora mobiltillverkarna kom med varianter på samma tema: Kina kan aldrig bli innovativt om de inte slutar att kopiera. Till slut blev det min tur. Jag tittade på de tre representanterna för världens största mobiltillverkare och sa: "Så vem av er uppfann mobiltelefonen? För de andra två måste ju ha kopierat." Min poäng var att alla företag kopierar mer eller mindre. Uppfattningen om att människor i öst bara kan kopiera och att människor i väst uppfinner egna idéer och inte kopierar är felaktig.

De leegte valt te lezen op de straat.

Never before had Descartes been in greater need of an update than in the twenty-first century. Over the last two decades, between first Nokia and then Apple, cogito ergo sum had surely been pushed aside by habeo a phone, ergo sum. But if ‘I have a phone, therefore I am’ were true, what of the phoneless?

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.

Nokia did little to soften the blow, and this failure ultimately hurt the company.

2008, Nokia faced stiff competition from low-cost Asian rivals, which had driven prices down by 35% in a few years. Over the same period, labour costs in Nokia’s plant in Bochum, Germany, had risen by 20%. Nokia decided to close Bochum. The closure may well have grown the pie – without it, Nokia’s long-term viability may have been jeopardised.

People say Old Is Gold.. But then why do people burning old stuff during Bhogi? Why the Nokia 3310 is no more using, instead phones are upgraded to latest tech? Why is it that for Festivals, we have to use new clothes instead of old ones? For me, Old is a Lesson is can say rubbish also. It is not Gold.. If old become Gold means you can keep all your rubbish in your home. We see it's become Gold or smelly..

The institutional no can infiltrate all levels of the organization. It’s what causes a board of directors to say no to a big change of strategy (think Nokia and Microsoft missing the turn on smartphones). It’s what drives frontline managers to keep their top performers working on a current project and say no to their involvement in high-risk experiments that could fail but could also pay off handsomely later—especially if that payoff is likely to be after the manager has moved on to another role.

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.

So Huawei’s equipment now plays an important—and in many countries, crucial—role in transmitting the world’s data. Today it is one of the world’s three biggest providers of equipment on cell towers, alongside Finland’s Nokia and Sweden’s Ericsson.

MANY YEARS AGO, I had joined the local news desk of a prominent newspaper in Bengaluru, the sleepy south Indian town that became the country’s Silicon Valley. After trying my hand at crime reporting and general business journalism, I developed an interest in tracking technology. Among other things in the mid noughties, I had half a page in the paper to feature new gadgets every week. Nokia, Blackberry, Samsung and a few other companies were regulars on the page. While I was enjoying my work, my salary needed a boost. (The media industry’s decline was just about beginning, and salaries were as poor then as they are today.) Getting out of the rather difficult circumstances that I found myself in, I moved on to the Economic Times to report on technology. The business daily was India’s largest pink paper by circulation, and I worked with some of the best journalists of the time. My job was mainly to write about technology services companies. Soon I got bored with tracking quarterly results and rehearsed statements. This was around 2012, and India’s start-up ecosystem was in its infancy. I quit the paper to join a start-up blog. I didn’t ask for a raise. I was just happy to be able to write about start-ups and their founders. It was something new, and their excitement was infectious. In those days, ‘start-up’ was not a mainstream beat in India. Only niche blogs wrote about them. On the personal front, there were months when I was flat broke. One evening I sold my old Nokia 5800 for ₹300 at a second-hand electronics shop to buy a packet of biryani. That is still the best biryani I’ve ever had. The two years at the start-up blog were also my best two years ever. As start-ups became the buzzword, I went back to the pink paper to write about them. I was able to upgrade my life a little. I moved into a middle-class apartment with my family. I got some furniture and so on. After selling the Nokia phone, I used a feature phone for a few days. But now I had to upgrade my phone. After much research, I zeroed in on a Micromax handset. Micromax, a Gurgaon-based company that began making handsets in 2008, had some smartphones that were affordable on a young journalist’s salary. It was also a leading brand and had some interesting features such as dual SIM and a great touchscreen display. Going from a phone that ran on Symbian (Nokia’s proprietary operating system that failed) to an Android-based phone was like suddenly being

back when the internet first exploded onto the scene, we faced the dot-com bubble, where excitement outstripped reality and a lot of businesses failed. And it wasn’t just small businesses. Nokia was once invincible, dominating the mobile phone market in the 90s. It looked unassailable, as did Blackberry, as did Kodak. Now, they’re museum pieces. “Then we had the social media bubble. For the first time, the world was united on one global platform. Facebook had more users than the ten largest countries in the world combined. And then disinformation set in, and the bubble of confidence burst, followed by a pandemic where lies took lives. “Then we had the AI bubble. AI was the future. AI would replace all our menial jobs and usher in utopia. Only it didn’t. It left the menial jobs untouched and stripped out the talent from where it was needed most. And then, like Ouroboros, the snake began eating its own tail.

All around me, attractive young people are hunched over their StarTacs and Nokias with preoccupied expressions, as if probing a sore tooth, or adjusting a hearing aid, or squeezing a pulled muscle; personal technology has begun to look like a personal handicap.

The Global Texan Being a Texan today is about driving your Japanese Toyota Tacoma pickup truck to an Irish bar to have a Mexican Corona and snort a line Colombian coke. Then grab some some Italian pizza for the kids after getting a call from your wife on your Swedish Nokia phone. You pull into the garage next to your daughter's German Mini Cooper, kick back on pleather Chinese recliner and watch a soccer match match between Brazil and Argentina on your 65 inch Korean Samsung TV.

There’s the potential that Tesla is setting itself up to capitalize on a situation like the one Apple found itself in when it first introduced the iPhone. Apple’s rivals spent the initial year after the iPhone’s release dismissing the product. Once it became clear Apple had a hit, the competitors had to catch up. Even with the device right in their hands, it took companies like HTC and Samsung years to produce anything comparable. Other once-great companies like Nokia and BlackBerry didn’t withstand the shock. If, and it’s a big if, Tesla’s Model 3 turned into a massive hit—the thing that everyone with enough money wanted because buying something else would just be paying for the past—then the rival automakers would be in a terrible bind. Most of the car companies dabbling in electric vehicles continue to buy bulky, off-the-shelf batteries rather than developing their own technology. No matter how much they wanted to respond to the Model 3, the automakers would need years to come up with a real challenger and even then they might not have a ready supply of batteries for their vehicles. “I think it is going to be a bit like that,” Musk said. “When will the first non-Tesla Gigafactory get built? Probably no sooner than six years from now. The big car companies are so derivative. They want to see it work somewhere else before they will approve the project and move forward. They’re probably more like seven years away. But I hope I’m wrong.” Musk

Outsourcing requires a tight integration of suppliers, making sure that all pieces arrive just in time. Therefore, when some suppliers were unable to deliver certain basic components like capacitors and flash memory, Compaq's network was paralyzed. The company was looking at 600,000 to 700,000 unfilled orders in handheld devices. The $499 Pocket PCs were selling for $700 to $800 at auctions on eBay and Amazon.com. Cisco experienced a different but equally damaging problem: When orders dried up, Cisco neglected to turn off its supply chain, resulting in a 300 percent ballooning of its raw materials inventory. The final numbers are frightening: The aggregate market value loss between March 2000 and March 2001 of the twelve major companies that adopted outsourcing-Cisco, Dell, Compaq, Gateway, Apple, IBM, Lucent, Hewlett-Packard, Motorola, Ericsson, Nokia, and Nortel-exceeded $1.2 trillion. The painful experience of these companies and their investors is a vivid demonstration of the consequences of ignoring network effects. A me attitude, where the company's immediate financial balance is the only factor, limits network thinking. Not understanding how the actions of one node affect other nodes easily cripples whole segments of the network. Experts agree that such rippling losses are not an inevitable downside of the network economy. Rather, these companies failed because they outsourced their manufacturing without fully understanding the changes required in their business models. Hierarchical thinking does not fit a network economy. In traditional organizations, rapid shifts can be made within the organization, with any resulting losses being offset by gains in other parts of the hierarchy. In a network economy each node must be profitable. Failing to understand this, the big players of the network game exposed themselves to the risks of connectedness without benefiting from its advantages. When problems arose, they failed to make the right, tough decisions, such as shutting down the supply line in Cisco's case, and got into even bigger trouble. At both the macro- and the microeconomic level, the network economy is here to stay. Despite some high-profile losses, outsourcing will be increasingly common. Financial interdependencies, ignoring national and continental boundaries, will only be strengthened with globalization. A revolution in management is in the making. It will take a new, network-oriented view of the economy and an understanding of the consequences of interconnectedness to smooth the way.

Another contender was Nokia’s 9000 Communicator, a book-sized tool that looked like a cellphone strapped onto a mini keyboard. A precursor to the smartphone, the 9000 combined computing, cellular, and Internet applications such as browsing and e-mail. The Finnish phone was so glamorous it was used by Val Kilmer’s Simon Templar character in the 1997 remake of The Saint. Few consumers, however, could afford the $800 price tag, and wireless cellular network carriers more accustomed to handling voice traffic charged a fortune to relay

My father told me to get a Nokia, so I went and got a Motorola.

They sought each other, missed each other, at cocktail parties, in train terminals, at flower shops, their fin de siecle Nokias gaining symbolic power with each scene.

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First, Finland had timber. Then there was Nokia. Today its most visible export is video games.

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But the rules for success in the twenty-first century are emerging, and they are radically different from the rules in the nineteenth and twentieth centuries. You can make art, you can create, and you can sell those creations—or at least make them well enough that you or your loved ones would be thrilled to own the things you have made, be they chairs, desks, plates, cups, clothing, lamps, computer accessories, or whatever. If you are willing to climb the knowledge ladder needed, maybe you, too, could become the next Elon Musk, Jack Dorsey, Jim McKelvey, or even Jazz Tigan. Here is the thing: You must learn to learn. We must learn to learn. We must develop our skills at creating, developing, and nurturing things and services that others value. The age of being a cog in a big machine and marching one’s way to a defined benefit plan retirement is over. In its place is a global talent pool with access to the same tools, knowledge, and equipment as everyone else and with competition coming from every angle inside and outside of the industry. Nokia and Motorola owned the cell phone industry top to bottom, and then BlackBerry came in to mess it up. But BlackBerry was just a harbinger of the change coming. Apple, at the time just a computer company, assaulted the cell phone cartel and won. It won big. And then Google—how crazy that is in retrospect—jumped in and changed it all up again. Now Samsung is making a good run at both of them.

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

I throw the phone at the wall, glaring at it when it just drops to the ground without breaking. Investing in a Nokia phone was the best thing for my anger issues, but it doesn’t help when all I wanted to see was it smash into a bunch of tiny pieces.

[...] les services de l'Institut culturel roumain, ou ICR pour les pressés, sorte de machin ayant à peu près l'âge du téléphone que je viens de glisser dans ma poche [Nokia] et ayant pour mission principale d'assurer le rayonnement culturel de ce cher pays. Comme toute institution publique qui se respecte sous ces latitudes, elle est davantage connue pour ses douteuses accointances avec la sphère politique que pour l'efficacité époustouflante de ses actions. (p. 149)

He’s like one of those old chunky Nokia phones. Is he a bit slow? Probably. And is he the prettiest thing to look at? Nope! But when you need something reliable and impossible to break, something that’ll get the job done, he’s your guy!

For traditional companies, keeping up means speeding up. These companies get that they can't or couldn't afford to spend six to twelve months in development before they launch. Ask Blockbuster, Borders, Nokia, your local taxi company even.

During digital disruption, doing everything right could be a short cut to digital extinction. Nokia did everything right, but somehow they failed. Their biggest mistake was avoiding making one. Risk is the new safe in the age of digital disruption.

Within four years of the iPhone’s launch, Apple was making over 60 percent of all the world’s profits from smartphone sales, crushing rivals like Nokia and BlackBerry and leaving East Asian smartphone makers to compete in the low-margin market for cheap phones.

The negative publicity cost Nokia an estimated €700 million of sales and €100 million in profits over 2008 to 2010.

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.

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.

In late 2004, countering the conventional wisdom that the outsourcing boom meant Western companies' outsourcing to Eastern resources, Bharti made front‐page headlines in the Wall Street Journal for “reverse outsourcing”—that is, by reaching agreements with IBM and three network equipment vendors, Ericsson, Nokia, and Siemens—to carry out Gupta's plan.7 Under the network equipment deals, Bharti would pay for capacity only once it had been used by customers. IBM committed to certain IT service levels and would get a percentage of revenue.

Whatever you’re disrupting is going to be the thing that defines your product—the thing that will make people take notice. And it will be the thing that will make them laugh. If you’re disrupting big, entrenched industries, your competition will almost certainly dismiss you in the beginning. They’ll say that what you’re making is a plaything, not a threat. They’ll flat out laugh in your face. Sony laughed at the iPod. Nokia laughed at the iPhone. Honeywell laughed at the Nest Learning Thermostat.

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.

Our historical tendency to be overweight the Nordic stock markets has mostly been influenced by the perceived quality of Nordic management teams. Generally speaking, Nordic managers have been able to articulate their case clearly and apply a degree of focus that is not always the case elsewhere in Europe. One can also discern a high degree of adaptability. Scandinavian companies are not just open to foreign excursions. It was striking to note on a recent trip just how many of the large and successful companies are run by foreigners. A Belgian is head of Atlas Copco, a Scot runs SKF, and Nokia and Electrolux have recently recruited American bosses. This openness to outsiders stands in contrast to recent developments in Southern Europe, where Italy and France are engaged in a race to the bottom to redefine strategic industries for protectionist purposes.

apple's iphone came along, followed by google's android operating system. both companies offered not just snazzy products but successful platforms for developers. ecosystems of apps grew around them, while nokia's symbian operating system became, by comparison, hopelessly passé. by 2011, nokia was in free fall, never to recover.

These other platforms didn’t win because of superior features or technology. (At the time, several Nokia phones were highly reviewed.) They won because of their ability to create whole new markets and tap into new sources of value. Elop saw it coming, but not soon enough.

Nokia had missed the transformative convergence of software and hardware. It was still acting like a product company. But now the smartphone industry wasn’t really about the product; it was about the platform. “We’re not even fighting with the right weapons,” Elop said. “We are still too often trying to approach each price range on a device-to-device basis. The battle of devices has now become a war of ecosystems [emphasis added].

Nokia sat on top of one of the biggest growth markets the world had ever seen, and on top of one of the biggest piles of cash in history. But instead of thinking like an insurgent and investing in the future, it gave out 40 percent dividends and used its cash to buy back large quantities of its own stock. Within just a few years, Apple, Samsung, and soon Google had seized the smartphone market, and Nokia, once a model of innovation and insurgent-style thinking, was in steep decline. A board member, when interviewed about what happened, pointed to internal factors, not competitive moves, and concluded simply, “We were too slow to act.”6

I believe you can create your own luck. By doing the right things, you definitely shift the probability curve in your favor. Identify your alternative futures and exercise scenario-based thinking. Think about the everyday actions you can take to increase the likelihood that things will tilt your way and decrease the probability of a scenario in which there’s a negative outcome.

Nokia was heading toward disaster; we know that now. However, it is often very difficult to see that in the boardroom. The higher you ascend in the hierarchy, the more removed you are from the action. The farther you are from the front lines, the more filters the information will go through before it reaches you, and the more likely it is that you will be the last to know what’s really happening.

decline, downsizing, near death, desperation, bet the company, and revival that characterizes so many corporate histories (such as Nokia, IBM, Procter & Gamble, and many others).

When Nokia’s profits hit $1 billion in 2009, the company said that market penetration in Africa was largely responsible.

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.

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.

Pretexting – This approach generally involves an impersonation. Posing as a superior, IT consultant, security guard, or some other authority figure, the hacker gains her access by manipulating the victim into thinking she should have legitimate access. This is the approach Kevin Mitnick used with Nokia.

Providing a good user experience meant increasing numbers of users. More users meant more buyers for third-party software, which meant strong revenues for the developers, making it attractive for more and more developers. More developers meant more apps, and more apps made the devices more attractive for users, leading to further growth in the ecosystem for all participants. Once the virtuous circle starts, it is very difficult for competitors to get it to turn in the other direction. Nokia could not compete.

We emphasized that fully baked plans without alternatives were no longer acceptable; instead, we explained, we would rather have a selection of alternative half-baked plans. Then, management and the board could engage in a robust discussion about which direction to take.

Andy Hertzfeld: It was clear that iPods were going to disappear within five years because smartphones were going to subsume them. Guy Bar-Nahum: It was a panic by Steve Jobs that Nokia and Motorola would kill iPod.

Guy Bar-Nahum: My team was worried. They came to me saying, “The fucker doesn’t dial well. It’s the worst phone I’ve ever used!” I told them, “Look, guys, you’re missing the whole point. We’re not making a phone. We’re making a laptop killer. That’s what we’re making here, right?” I told them, “Nokia is about connecting people. What do we do? We separate people. We’re Americans. We want to be alone. We don’t want to be connecting to other people!” Dialing people is not the killer app for this thing.

Guy Bar-Nahum: I told my team, “Look, guys, look at Nokia. They’re laughing at us. They’re saying, ‘That’s not even a phone, that’s a piece of crap,’ but they don’t know what just happened to them.

Cleaning out my closets and came across a dusty old book, buried and forgotten in there. I sat down and opened it up. It’s about a little girl in Finland with blonde ringlets who got mad at her grandmother and decided to walk to America. Buck naked except for the bright yellow Nokia rain boots. That’s how the journey started. Forward 53 years and I’m still that girl with a lifetime of adventure and walkabouts in between. I did end up in America, a country I embrace as my own, but the path here came with many detours and dead ends,but I’m here. Finally.

It was 2006, and I was working with the Nokia Nseries marketing team. We were holding focus groups with prototype touchscreen phones, the like of which nobody had ever seen before. This was way before the iPhone. It was fair to say that not everyone saw the future that day. People almost without exception hated the new phones. They worried that the screens would smash even though we assured them that they would not. They hated the fact that the battery life was less than two days. They worried about strange things such as fingerprints making the screen greasy. Above all else, people couldn’t really see the point. For the outrageous trade-offs that had to be made – the large screen necessary to view photos that people were yet to share and to access apps that didn’t yet exist – the main takeaway was that it did more than they needed to. I remember more than anything else the proclamation that, ‘I like the internet, but I’ve already got it at home’. Even those companies who see the future more than most can find it very hard to change.

Logically, the argument to partner with Microsoft was very strong. Where the logic went wrong was that our analysis of the downside was not good enough. We simply hadn’t had enough practice as a board doing this kind of thing;

Como ilustração das mudanças de direção nos rumos tomados pelos negócios, uma guinada racional e oportunista, tenha em mente o seguinte exemplo: a Coca-Cola começou como um produto farmacêutico. A Tiffany & Co., chiquérrima empresa do ramo de comércio de joias, foi fundada como loja de artigos de papelaria. Os dois exemplos talvez sejam próximos, mas veja este: a Raytheon, que criou o primeiro sistema de orientação de mísseis, era uma fabricante de geladeiras (um de seus fundadores foi ninguém menos que Vannevar Bush, que concebeu o modelo linear teleológico de ciência que vimos anteriormente; vai entender!). Agora, pior: a Nokia, que costumava ser a maior fabricante mundial de telefones celulares, começou como uma fábrica de papel (em algum momento, dedicou-se à produção de sapatos de borracha). A DuPont, empresa hoje famosa por suas panelas antiaderentes de teflon, bancadas de cozinha de corian e o resistente tecido kevlar, no início era uma fabricante de explosivos. A Avon, empresa de cosméticos, começou vendendo livros de porta em porta. E, a mais estranha de todas, a Oneida Silversmiths, fabricante de artigos de prata, era um culto comunitário religioso, mas, por motivos de regulamentação legal, precisou usar como disfarce o modelo de sociedade anônima.

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.

As Jobs knew, the war of platforms and ecosystems often was winner-take-all. Apple and Google built platforms and won. RIM and Nokia did not, so they lost.

Un ejemplo por todos conocido es Kodak, que no supo adaptarse al mercado y desapareció. O Nokia, que no entendió cómo funciona la transformación digital. El factor clave en la capacidad de adaptación y comprensión del mercado es la escalabilidad. Tal y como se explica en Organizaciones Exponenciales, de Salim Ismail, Yuri van Geest y Mike Malone,

Trends are more important now. It’s harder to reach everyone at one time, so you need to understand trends within individual groups or tribes. And with the rise in word of mouth, trends can give you data on the right places to start having a dialogue with consumers. Liisa Puolakka, Head of Brand Identity, Nokia

I had to smuggle an early Nokia camera cell phone into the country from Bahrain in 2004. There was a large black market for these banned phones, with smugglers hiding them inside car bumpers or car door frames, while customs officials and police used ultrasound devices to ferret them out.)

These ideas can range from incremental to disruptive: the reinvention of a business model (such as Apple with the iPod and iPhone); totally redesigning the value chain from the business through the final user (such as Nokia in the Indian market); changing the cost structure as well as productivity of capital, that is, by getting 5 percent to 6 percent