Nokia: Now Comes the Hard Part

Wow, what a week!

Before I get to all of the happenings in tech, I want to acknowledge that the real news this week is coming out of Egypt.  Nothing happening in our industry is significant compared to that.  All I can say is that I hope the people of Egypt get the government they want, without bloodshed.

While the fates of nations get played out on the world stage, the tech industry has been having its own little revolutions via press release.  The big news at the start of the week was that the world's largest PC company, HP, said it's going to make its own PC operating system.  That's stunning, and deserves a lot more discussion than it's gotten so far.  The relatively light coverage was driven by HP's decision to bury the announcement at the end of a two-hour device preview.  It's a huge change, a massive threat to Microsoft, and if HP can execute it will affect every other tech company.

Of course, the phrase "if HP can execute" is a very big if.

Then just this morning, Nokia and Microsoft announced a sweeping, broadly-worded alliance in which Nokia joins the Windows Phone ecosystem.  I think Nokia wants to be to Windows Phone what IBM was to MS-DOS in the early years: the lead licensee that makes it a standard and dominates hardware sales.  Presumably Nokia has a plan to make sure it doesn't end up roadkill the way IBM did.

The announcement is very vague, and describes a "proposed" partnership.  In other words, the executives have decided to work together, but the details are not yet settled.  That's typical for huge alliances like this; the CEOs sit down and trade business elements back and forth like poker chips.  After the announcement, their managers get to work out the details of what the alliance really means.  Some of the expected areas of alignment won't work out, and some other things will be added.  So we should expect the Microsoft-Nokia alliance to evolve over the next few months.  But the intent seems pretty clear, and it's about as sweeping as it could be short of merging the two companies.

Key points in the announcement:

--Nokia adopts Windows Phone as its smartphone OS.  I think the implication is that Symbian and MeeGo both move to the back burner with lower levels of investment.  As far as I can tell, Nokia is gradually getting out of the OS business.

--Nokia will participate in the development of Windows Phone.  The details of what Nokia would do here are unclear, and my guess is they haven't been fully defined yet.

--Microsoft and Nokia will coordinate the marketing and road map for Windows Phone.

--Bing is now Nokia's search engine, and Microsoft adCenter is Nokia's advertising service.

--Nokia Maps gets used by Microsoft (details unclear).

--Nokia's content and app store will be merged with Microsoft Marketplace.  Is this a way of saying Ovi merges with Marketplace?  I bet that hasn't been worked out.

--Nokia has split its Devices organization into a Smartphones business (Symbian, MeeGo, and Windows Phone) and a Mobile Phones business that drives low-cost feature phones.  It's not clear what the OS will be at the low end.  This is the third org structure for Nokia's phone business in the last four years.

This thing is like a Homeric saga.  Thirteen years ago, Nokia championed the Symbian initiative in order to keep Microsoft out of mobile phones.  Meanwhile, Microsoft embraced the Chinese mobile phone companies in order to drive Nokia into the sea.  Instead, both companies got battered by Google and Apple.  Now much humbler and weaker, they have decided to work together.


Unanswered questions

There are going to be a lot of these, but the two that I'm most anxious to hear Stephen Elop address are:

What happens to Qt?  I couldn't find any mention of it in the Nokia press releases.

Does Nokia have IP ownership over the features it codevelops with Microsoft?  If not, how does Nokia avoid being commoditized by Windows Phone clones?


Will it work?

That's the other big question, and no one can answer it right now.  I've lived through some whopping corporate alliances over the years, and they often fail.  Reading through the Microsoft-Nokia press release gave me flashbacks of the IBM-Apple deal that produced Taligent.  The wording, the vagueness of the details, and the miasma of mild desperation clinging to both partners is very familiar.

(If you don't remember Taligent, it was a visionary joint venture by Apple and IBM in the 1990s to create a new PC operating system.  It consumed huge amounts of money and talent from both companies, and produced nothing of value.)

The difference is that neither Apple nor IBM had to make Taligent work.  It was not central to the future of either company.  By contrast, if Nokia really does ramp down development of Symbian and MeeGo, it will have no choice but to make Windows Phone work.  Microsoft is in a little less of an existential crisis, but with HP moving away, it really needs a big win somewhere, and as far as I can tell Nokia is its only shot at renewed relevance.

For Nokia, the upside of this deal will come from redirecting its resources.  Instead of spending a huge amount of time and money creating OS plumbing that customers can't see and don't value, Nokia should be able to put a lot more effort into creating apps and devices and middleware that delight customers.  This could be an incredibly liberating experience for Nokia, triggering a renaissance in its innovation.  But it won't happen unless Nokia makes the alliance work.  Execution is everything.

The next year will be painful and humbling for Nokia.  The company dreamed of ruling the entire tech world, and Stephen Elop is killing that dream.  Many Nokia fans online had bought into the dream, and we're going to hear screaming from them.  To make matters more difficult, all of the pain will happen up front, as projects are canceled and people get laid off.  The benefits won't be visible until the new products ship, and phone development takes a very long time.

In a comment on my post about Nokia earlier this week, Doug Turner pointed to the "Finnish consensus culture" as part of Nokia's problem (link).  I agree about the problem, but I think that culture could be turned to an advantage.  When there is a consensus, Nokia can move quickly and firmly.  So a key to success for the new strategy is creating an internal consensus at Nokia on the need to let go of the OS, and to adopt some different business processes in the smartphone team, in particular the institution of the dictatorial product manager. 

These will be hard ideas for Nokia to absorb, but there are precedents.  When I was at Apple, it had an incredibly dysfunctional culture that you can probably say was based in Californian cultural values of independent thinking and conflict avoidance.  The result was passive resistance so severe that the company was almost unmanageable.  Back in my pre-blogging days, I wrote about it in an essay called "Who Killed Apple Computer?" (link)  I took a lot of grief from some of my former colleagues over that article, and I am delighted that Apple bounced back from its near-death experience far more vigorously than I thought possible at the time.  But it happened only because Steve Jobs made a massive change in Apple's culture and operating practices. 

The change at Apple was far bigger than what Nokia needs to do, in my opinion.  If Nokia's employees are willing to change, I think it can bounce back too.

But I can't tell yet if the willingness is there.  Some of the comments I've seen online from former Nokia employees are jubilant.  Here's Julien Fourgeaud, a former Nokia design engineer, on the Elop "burning platform" essay: "It is a brilliant piece of communication, providing a clear description of the situation, and a clear corporate message" (link).  But then there's Tomi Ahonen, a former Nokia employee and mobile industry consultant.  Tomi has always been my touchstone for Nokia's culture.  Reading his weblog feels almost exactly like doing a meeting with Nokia, circa 2007. Tomi's reaction to the Elop memo was total denial.  He didn't just disagree with the memo's points, he believed it was a forgery.  In a very methodical, logical essay (link), Tomi said the memo sounded like the work of an ill-informed American analyst, and contained omissions and factual errors that no Nokia CEO would make.  "No way would Nokia's CEO be so deluded from the facts," he wrote.

I had a different take.  The memo sounds like something I'd expect to see from a very busy Silicon Valley CEO who knows in his gut what needs to happen, is trying to explain it to his team, and is a little bewildered that the employees can't see what he sees.  Elop's point wasn't the precise details he cited, it was how they all added up.  A computer platform is all about momentum.  If you're gaining partners and developers and customers, you are on track for success.  If you're losing supporters, you are in trouble -- no matter what other evidence you have.

In mathematical terms, you manage to the second derivative -- the rate and direction of change, not the raw numbers themselves.

Nokia's second derivative sucks.  You don't need a long analysis to understand that, you just need to look at gross margin.  As I said in my note on RIM last fall (link), the leading indicator of decline in a computing platform is erosion in gross margins, because that means you're consuming late adopters and you'll eventually run out of them.  Let's look at the gross margins of Nokia's Devices & Services business:


Forget about the big S60 installed base, forget about how cool Ovi is, forget what Symbian did in Japan.  History shows that if you wait for all of the indicators to turn red it'll be too late to save the company.  Nokia's mobile phone gross margins have been declining for three years, at an accelerating rate.  That alone is enough to justify everything Elop said, in my opinion.  It would be blindingly obvious to any exec who knows platforms.

A disconnect between Elop's concerns and Nokia's understanding of them would be a mortal danger to Nokia.  If that disconnect exists (and I can't judge that from the outside), it needs to be addressed immediately.  The only way to fix a communication problem like this is through exhaustive two-way outreach; both parties need to take ownership of the problem. 

For Nokia's employees, that means you need to recognize that your new leadership comes from a business culture that sometimes values vision and gut instinct over detailed analysis.  The assumption in the computer industry is that things change so quickly that if you wait for a full analysis you'll fail for sure, so you might as well trust your instincts and experience.  This sort of decision-making is going to seem reckless and irresponsible to data-driven Nokia, but if you want to be a player in computing you have to get used to it.  Listen supportively, ask clarifying questions (as opposed to challenging ones), and comply energetically with what you're told to do even if you don't completely buy into it.

And by the way, if you find that you can't get energetic about the new direction, you need to turn in your badge.  If you can't put in your best effort, you'll drag down the energy of the people around you.

For Nokia's new leaders, that means you need to explain in great detail the problems you see and exactly what you expect employees to do.  Keep in mind that you're asking them to do things that aren't instinctive to them, and that may go against long habits.  Even if they are eager to carry out your plans, they may need a lot of handholding before they have an intuitive understanding of what to do.  When they ask rudimentary questions even after you've explained the new strategy three times, you may feel like they're challenging you.  Maybe they are, but more likely you just haven't been specific enough.  Be patient, try again, and give lots of details on what to do.  Don't assume that anything is intuitively obvious.


The alternative to this sort of active outreach is gridlock, which really would doom Nokia.  I've seen that happen at other companies, where the CEO and the mass of employees settle into opposing camps, with the CEO grumbling that employees are resistant to change and the employees grumbling that the CEO is "a delusional psycopath (sic) who willingly suspends reality," as Tomi wrote.  Once that mindset sinks into a company, it's almost impossible to eradicate.

(My former colleague Nilofer Merchant wrote a whole book on this subject, The New How.)

So the hard work for Stephen Elop and his team is just beginning.  Identifying a strategy is relatively simple.  The real test of Nokia will be its ability to rally around that strategy and implement it.  I'd be surprised if it's not a bumpy process, including the firing of senior managers who don't buy into Elop's view, and a lot of heartache as treasured initiatives are tossed out because the company simply can't afford to do everything it wants to do.

When Steve Jobs returned to Apple, he asked for 100 days to plan significant changes in the company.  Nokia's a lot bigger than Apple was at the time, and the challenges are different, so I suggest a longer timeline.  I think Nokia probably needs four months just to get the organization aligned, and it takes 18 months to get new products to market.  So by the August break, Nokia needs to be settled into its new structure with a good plan for executing on the strategy.  And then if everything works well, I hope we'll see some very interesting new products from Nokia in Christmas 2012.

24 comments:

Pavels Romanovskis (Павел Романовский) said...

nice analysis of Nokia problems, but leaves a lot to be added about problems of Windows Phone. Still looks like jumping from burning platform to sinking ship.

Michael Mace said...

Good point. I don't think any of Nokia's OS options were ideal.

I have a feeling we'll all be chewing over the implications of this thing for weeks...

Anonymous said...

18 months to product sounds like a death knell.

Sander van der Wal said...

Qt is not ported to Windows Phone 7. That is a major problem, because Qt and its cross-platform capabilities is what kept developer confidence in Symbian as a platform. Without a future for Qt, Symbian's demise is a problem, with a future for Qt, Symbian's demise is a pity.

Rob said...

would love to read your analysis of wp7 when you get (more!) time...

on the one hand, they seem to have made painfully few sales given the global marketing and carrier support at launch.

on the other hand - they are MS, and have shown willingness to buy their way into a marked. Clearly they will be seeing this as a battle they can't afford to lose.

Getting Nokia on board could give them a huge boost.

Their developer outreach is pretty terrible though. They managed to sign me up for a developer virtual conference. When it came to signing in on the half day that I had booked out, it turns out that the webcasts were only available from PC. Not impressive if you are trying to interest iPhone developers, and of course this limitation wasn't trailed in advance.


Extraordinary that MS Livemeeting doesn't work on mac - but that's another rant....

aliciaginalee said...

I fail to fathom how 2 corporate behemoths employing so many smart people cannot see that they should concentrate on their strengths. Microsoft should stop making phones and Nokia should stop developing proprietary software. And stop offering the world 87 different phones. Only then could this mashup have a fighting chance at success.

ghenne said...

Here's what is happening. Microsoft wants to buy Nokia, but not with all those buildings full of people. The announcements mean than Nokia can now get to work laying off tens of thousands of people. They don't need 120,000 employees anymore. Everybody involved in Symbian can go. Most of the Meego staff, too, as well as lots of middle and upper management. It won't cost Microsoft a cent in severance pay.

Once it's all cleaned up, Microsoft can complete the purchase. The stock price should be lower too, reducing the total cost further.

ghenne said...

Here's what is happening. Microsoft wants to buy Nokia, but not with all those buildings full of people. The announcements mean than Nokia can now get to work laying off tens of thousands of people. They don't need 120,000 employees anymore. Everybody involved in Symbian can go. Most of the Meego staff, too, as well as lots of middle and upper management. It won't cost Microsoft a cent in severance pay.

Once it's all cleaned up, Microsoft can complete the purchase. The stock price should be lower too, reducing the total cost further.

Elia said...

Qt will not be supported:
http://www.engadget.com/2011/02/11/nokia-notifies-developers-that-qt-is-out-for-windows-phone-devel/

Andrew said...

Some things I'd be interested in hearing you opine on, Michael:

1.) Do the MOs want a strong third player to offset Apple and Google? Is this good news for them (consolidation, with less OSes to support)?

2.) What effect does this have on Microsoft's other OEM partners? Obviously it's not a positive thing for them, but does this push them closer to Android? Or do they shrug and figure they can compete against Nokia just fine?

@Pavels: sorry, you just sound uninformed when you say things like that.

Mike said...

@Michael Mace
I love your blog, but you got one fact wrong.
"HP, said it's going to make its own PC operating system."

http://www.businessinsider.com/hps-webos-pcs-will-run-on-windows-not-replace-it-2011-2

Anonymous said...

Hello Michael.

I enjoyed the link to your article on your time at Apple.

I wondered if you'd ever read Frank Rose's "West of Eden", and if so, what you thought of it, although I think it may be set a little before your time there. (I read it more than 10 years ago, and found it both fascinating and astonishing. But I was never there. If you've not seen it, I do recommend it highly).

Thanks, and thank you for the blog. I still laugh (and feel sad) when I remember your spot-on takedown of the Lifedrive.

noogie60 said...

I think with Apple's turnaround there were unique elements - Steve Jobs, having cofounded the company was in a unique position to shake up the culture when he came back.

I'm wondering if Nokia's current situation is more analogous with IBM in the early 1990s - insular culture, dominating market position that is under threat from new technologies being pushed by nimbler competitors

Michael Mace said...

Thanks for the excellent comments, folks.

I like the questions you're asking. I'll queue them up and do another post on the implications of the announcement, probably Sunday night California time (early Monday in Europe). If you have other questions, please post them and I'll do my best to respond. Meanwhile, a couple of thoughts...


Anonymous wrote:

>>18 months to product sounds like a death knell.

That's how long it takes anyone to develop a new hardware product and get it into manufacturing, especially if you're doing a lot of software for the device. If Nokia can make WP7 run on its current hardware, it might ship those products sooner than 18 months. But they wouldn't have a lot of Nokia secret sauce in them.


Sander van der Wal wrote:

>>Qt is not ported to Windows Phone 7.

Yeah, I saw that. Nokia decided to completely get out of the software platform business. I'll write more about that decision in my next post.


>>That is a major problem, because Qt and its cross-platform capabilities is what kept developer confidence in Symbian as a platform.

I think Nokia no longer cares about developer confidence in Symbian.


Rob wrote:

>>would love to read your analysis of wp7 when you get (more!) time...

You're right, I guess I have to do that now.


>>on the one hand, they seem to have made painfully few sales given the global marketing and carrier support at launch.

That will be Nokia's job. And I think Nokia wants it that way.


>>Their developer outreach is pretty terrible though.

I have heard the same thing from others. That's a big vulnerability, because now Nokia can't fix it on its own. I'm worried about this one.


ghenne wrote:

>>Here's what is happening. Microsoft wants to buy Nokia, but not with all those buildings full of people.

G, you are a very cynical individual.

I like it.

I would love to know if the possibility of a merger came up in the talks with Microsoft.


Andrew wrote:

>>Some things I'd be interested in hearing you opine on, Michael:

This is some of the stuff I'll try to tackle in my next post.


Mike wrote:

>>you got one fact wrong. "HP, said it's going to make its own PC operating system."

I don't know if I got it wrong, or if HP miscommunicated its plans. Knowing HP's marketing prowess, I have my suspicions. But anyway, thanks for the correction. It's an important point.


Anonymous wrote:

>>I wondered if you'd ever read Frank Rose's "West of Eden", and if so, what you thought of it

Haven't read it. Thanks for the tip.


noogie60 wrote:

>>I think with Apple's turnaround there were unique elements - Steve Jobs, having cofounded the company was in a unique position to shake up the culture when he came back.

Good point. I'm going to spend some time on this issue in the next post.

Sander van der Wal said...

About Nokia no longer caring and developer outreach.

That much is obvious. From a developer's perspective, what is going to happen is this.

Developers will not do stupid things like delisting from Ovi. But Nokia development is now also put in harvester mode (which is a nice new way of saying cash cow, especially for vegetarians ;-)). With the max number of new Qt powered devices known (150.000.000 + 0), it is now very easy to compute the ROI. Compare that against the opportunity costs of developing for iOS or Android, or even Bada.

Also consider that our target audience, people buying apps, are now going to avoid Nokia like the plague. So those devices will be sold, but not to our customers.

Then we wait two years for Nokia to get WinPho7 working, and by that time we will evaluate our prospects on that platform in the usual way. By the time Android an iOS will have how many more users?

Anonymous said...

Elop replaced OPK on September.
Anssi quit on September.
Ari Jaaksi quit on October.

Is it safe to assume now that Nokia board has already decided on WP7 when they hired Elop?

Anonymous said...

Re. Microsoft' trying to buy Nokia.

They just did. Without paying a cent. Why would you want to marry a hooker if you can just get a free service and move on?

curiousity said...

I think one thing this proves is that Nokia just cannot make an OS. The culture and infrastructure won’t allow it. When all they had was S60 their distributed organisation didn’t do too much actual harm, and it still let them deliver enough applications and functionality to sell phones. The fact that S60 was effectively competing with Symbian OS (in the fuzzy boundaries between the UI and middleware) helped hold Symbian back and, in a number of cases, actively blocked innovation coming out of Symbian. Nokia buying Symbian was an attempt to bring it all in-house, stop all the duplication of effort and have one big end-to-end OS all marching to the beat of a single drummer.

This, of course, did not happen. You can’t march in unison when you’re made up of hundreds of individual fiefdoms. Nokia spent the following two years trying to get the buy-in from each little fief for every little piece of work. The effort to do anything ballooned literally by fifty to a hundred times. Even step one of merging the parts of the OS still hasn’t fully completed.

Meego suffered similar problems. When it was the lithe side-project Maemo, it was left to its own devices and was able to produce really nice things. Once it was “blessed” to be the future of their smartphones, Nokia started applying their business practices to Meego, and effectively blocked it from getting anything out the door.

To fix this, Nokia is essentially hitting undo. They will license an OS again; this time it will be the Windows Phone OS. From what I understand Nokia will pull back from the UI infrastructure entirely, and only produce the user-facing applications they really need to. They will focus on delivering the interfaces to their own hardware, plus a few Nokia-specific services and bit of cosmetic skinning on top. They will return to the limited scope where their distributed culture won’t get in the way, and may actually make them agile.

Gregory Sokoloff said...

I will be very surprised if handset vendors like HTC and Samsung enthusiastically embrace their new assignment: help Nokia make the Windows Phone ecosystem successful so Nokia can take full advantage of the special secret advantages it has negotiated from Microsoft.

ghenne may be cynical, but he's not far from the mark. It's hard to see why Microsoft does not acquire Nokia after this agreement. Firstly, Nokia's market cap is only about $25B right now, one-tenth of Microsoft's. Second, this partnership agreement is going to add a lot of bureaucracy and complication as all of the cross-royalty incentives play out in practice, and these kinds of complications were one of the things that doomed the Symbian venture in the past. Third, there is just too much at stake for both companies to cede so much control to the other (especially for Nokia).

ghenne said...

Nokia's stock price dropped 14% on Friday. That knocked $5 billion off the price.

ghenne said...

Setting aside the descision itself, the execution is terrible.

What I would have done is set up a skunkworks project to create a WP7 device at the same time as a new flagship Symbian device - both using the same hardware. Sell the hell out the new device and its hardware. At the minute, show the WP7 version, then surprise and delight.

Symbian revenues would remain steady. The stock price would continue its slow decline. Microsoft would be forced to stay honest. And Elop would be performing his fiduciary duty to the shareholders.

I wonder if Elop's position is strong enough to survive the backlash.

Brian Phipps said...

Great post, Mike. I'd like to know what you make of the Elop/Ballmer comment that mobile is now "a three horse race?" It's hype, to be sure, but are we to relegate HP/Palm and RIM to the status of sideshow ponies?

Andrew S said...

This was a move Nokia should have made four years ago when the iPhone was announced. At that time they should have realized the same things that Elop wrote in his memo.

Now it seems as if they're chasing the past rather than building the future.

Very sad because I loved my first phones which were Nokias.

Max said...

I wrote a quick response about your derivatives idea: I think it's a big indicator about the mobile industry generally!