Historically, Nokia has been a highly efficient manufacturing and logistics machine capable of churning out a dozen handsets a second and selling them all over the world. Planning was long-term and new devices were developed by separate teams, sometimes competing with each other—the opposite of what is needed in software where there is a premium of collaborating and doing things quickly. The difficulties faced even by a former industry leader such as Nokia (which has been the subject of many business books) illustrate the difficulties I bringing about strategic change.