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Thought differently, didn't know how to use a computer. Secretaries exchanged their typewriters for desktop PCs and companies started appointing IT managers. Nokia could do the same.
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He was like a half brother, whom the Finns soon started to call by a more Finnish name: Macromedia had the best financial results during that seven months than it previously had during its entire history.
The final years of Nokia’s mobile phones
Other members of the appointment committee were Scardino and a Swedish consultant Per Karlsson, a long-term trustee of Ollila. And the message seemed to take. In the case of an iPod, the sound could be disconnected rendering it useless until compliance is met. What behaved well in the past or behaves well to-day is not such wonder, The wonder is always and always how there can be a mean man or an infidel. In the worldwide QS university ranking, in it was ranked atthe fifth best in Canada. Video can be a great addition to a website.
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24.02.2018 - Timo Ritakallio, deputy CEO of Ilmarinen, a large Finnish pension fund, remembers he tried to get Elop to join dinners and talk in events, but had no luck. Hundreds of startups have been founded by ex-Nokians, creating and dominating new markets. Vittorio Colao, CEO of Vodafone, the British network provider, was of the opinion that the best markets for device manufacturers as well as network providers to be in were in developing countries. The team was good, but now it would have a better coach than before. In addition to the layoffs, Elop made another important decision. One of the latter was an anonymous member of Nokia top management, who had dealt with Elop a lot.
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27.01.2018 - My ties and ballasts leave me, my elbows rest in sea-gaps, I skirt sierras, my palms cover continents, I am afoot with my vision. Smooth appearance and a reliable presence were like a magic wand, erasing any doubts of the media with a single wave. In the houses the dishes and fare and furniture--but the host and hostess, and the look out of their eyes? Hi there, I discovered your blog via Google whilst looking for a similar topic, your website came up, it seems good. He also said that he had heard so many stories about saunas and the related rituals that he had tried it.
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22.02.2018 - Where are you off to, lady? And to those themselves who sank in the sea! As it was a Friday, Kauppalehtias a 5-day paper, had a dilemma. In all people I see myself, none more and not one a barley-corn less, And the good or bad I say of myself I say of them. A few quadrillions of eras, a few octillions of cubic leagues, do not hazard the span or make it impatient, They are but parts, any thing is but a part.
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I'll be standing by. Dedieu believes the Nokia board was professionally managed, but instead of focusing on vision, it focused on optimizing. It was chaired by Arthur D. Levinson, chairman of Genentech Board of Directors.
Innovation as well as protection of intellectual property rights are both of utmost importance. One member of the board was Bill Campbell, chairman of the board of software company Inuit, with a long standing career in the software business.
The technology industry was represented also by Ronald D. Sugar, chairman of the board of Northrop Grumman, an aviation and aerospace technology company. Al Gore, the former Vice President of the United States, was there to manage high level public relations.
The consumer point of view in the Apple board was represented by Millard Drexler, the chairman of the board of the clothing company J. John Doerr, a venture capitalist specialising in technology industry and a former executive of the Amazon online store, John L.
Hennessy, a professor of computer science at Stanford University and the founder of Atheros, a semiconductor company, Ann Mather, a board specialist focusing on gaming and internet business and a former executive at Pixar Animation Studios, Paul S.
To aggravate the situation, the Nokia Board of Directors was manned more with fine titles than substance. Scardino was the only American on the board despite the fact that the highest level of software competence was found in the US.
To them, Elop represented the bygone world. He had no knowledge of consumer business and came from Microsoft, a dinosaur that had failed to progress from the PC to the mobile environment. The board members were aware of the great responsibility on their shoulders.
What they most wanted was to get rid of the deep feeling of frustration. Moreover, all progressive work had come to a halt because of the ongoing replacement of the CEO. Therefore, the recruitment was swiftly processed.
Elop also had a reputation of not being afraid to take the bull by the horns and of being able to solve internal conflicts. As a matter of fact, Elop had already made an impression on Nokia leaders in when Nokia and Microsoft were in negotiations over provisioning of Microsoft Office applications in Nokia Smartphones.
The negotiations had proven difficult. Nokia was at its peak, and Microsoft was known for their inflexibility. Problems arose right at the very beginning, says one of the Nokia leaders.
That day of negotiations had an unpleasant start. The negotiations carried on as they started, with difficulty. He had given an impression of himself as being a strong leader and a master of words.
On the eve of May Day, much to the surprise of both parties, there was a breakthrough in the negotiations and the agreement was signed later on in the summer. Vanjoki had many supporters both within and outside the Nokia organization.
He knew Nokia and its reference groups like the back of his hand. In August, it looked like the scales were about to tip in his favour. The board had not yet made the final decision, but the outcome seemed almost certain.
The new CEO would be Finnish. The strategy work assigned to Vanjoki would not go to waste. A new era was on the horizon for both Vanjoki and Nokia. By September 10, the tables had turned.
Elop had after all been appointed as the new Nokia CEO. What happened during these few weeks? The main driver in the events was Scardino. She was the spokeswoman on the board for the foreign shareholders, in particular for the American pension fund investors.
As a member of the appointment committee, she was the natural point of contact for the American pension funds that were dissatisfied with the progress Nokia was making.
For the foreign shareholders, Vanjoki was not a sufficient guarantee for renewal to take place. A bigger shake-up was needed, and the shaker needed to come from outside the Nokia organization. Scardino told her colleagues that only after talking to Elop did she realize the gaps Nokia had in understanding the new era.
The Nokia Board of Directors were between a rock and a hard place, says an analyst who has studied Nokia for a number of years. They were forced to prove to the American investors that Nokia was no longer just a Finnish company.
Although Nokia shareholders were spread across the globe, from the American point of view too many of Nokia employees were still based in Finland. The investors could only be assured by a big move: By choosing Elop, the board could keep the headquarters in Finland.
Those appointing him were hoping to get a charismatic frontman like Steve Jobs. Had this been a factor in the recruitment process, the Nokia operating system strategy would not have been so drastically changed as it eventually was, says the analyst.
He had no in-depth mobile competence nor consumer business understanding. By appointing Elop, Nokia showed just how far to the margin it had drifted. If there were no suitable candidates with software backgrounds available, the next best choice would have been to appoint someone with a telecommunications background either from a chipset company, a network provider or a competitor, suggests the analyst.
Would his family join him? Finland was far away and a different kind of environment. Elop was considered sincere about it, but what about after he has been travelling days yearly for a few years?
Other concerns were raised. What about him not having experience in consumer business? Some members of the board were bothered about his tendency to speak quickly. Would he be able to listen, would he get people onboard or would he be a solo artist raising himself above others?
They considered it to be a normal feature of American business culture, deeming the Finnish business culture to be closer to the Japanese one. The new era of steep and fast changes required agility and new ways of thinking.
The board believed Elop had these capabilities. In the end, the decision was unanimous. A person involved in the discussions says that Vanjoki was considered an enthusiastic, bubbly and innovative personality, but that he was also considered a somewhat contradictory character, even within the organization.
Vanjoki has historical baggage, unlike Elop, and the board thought it best to emphasize renewal. In retrospect, whether the choice was right or wrong, at the time of decision there was a clear logic to it, points out a source who was following the process closely.
In August, the Nokia Board of Directors made the final decision. As a result, Vanjoki resigned two days later. He was not going to be just another hired executive. His merits were considered good, particularly his communication skills, experience in software business as well as the fact that he was North American.
Elop went on listing characteristics he considered typically Finnish: Openness, integrity, transparent communication, ethics and respect for other people. There is every reason for us Finns to believe that Nokia will get a strong, new beginning with Elop now in the lead.
The better Nokia succeeds, the stronger Finland and its economy will be. The commentary of Nokia personnel in the media was moderate, nobody wanted to dismiss the new boss straight away.
Enthusiasm for ice hockey as well as his software competence worked in his favour. Local newspapers were even more concerned about the various Nokia sites across Finland.
The news of the replacement of the Nokia CEO reached international media. The British Financial Times did an interview with Elop and Ollila, in which they rejected the idea that Nokia would abandon its own operating system.
Ollila stated that Elop had not been hired to renew the Nokia strategy. There were more doubts expressed in the American media. The newspaper did an interview with Rob Enderle, an analyst, who thought Microsoft lost a great talent.
According to Enderle, Elop had high hopes for the position of CEO, but that at Microsoft, there was only a slight chance at this. There is no way to make a comeback to the mobile phone market.
New York Times thought the appointment of a Microsoft executive was telling a tale of Nokia and Microsoft working more closely together than before. The mobile nation was eagerly waiting to see if the new CEO would make an appearance at Nokia World in London, one of the most important events for Nokia stakeholders, on September 14, a week after the announcement.
The event was considered particularly exciting for investors. He was an executive valued by investors, customers and reporters, who were accustomed to hearing bold statements from him.
Seemingly cheerful, he thanked the Nokia World audience for the 20 year journey and made his exit from stage, as they applauded. In addition to the new Communicator, Nokia launched four new smartphones.
He pointed out to the audience that Nokia was selling, new smartphones daily, which was more than Apple and Android put together. Savander promised a sale of 50 million devices for the models presented in London.
He also thanked Olli-Pekka Kallasvuo for a fine year career in Nokia. A large customer also spoke at Nokia World. Vittorio Colao, CEO of Vodafone, the British network provider, was of the opinion that the best markets for device manufacturers as well as network providers to be in were in developing countries.
Colao complimented Nokia on its ability to survive the smartphone battle and said he was well pleased with the ambition Nokia was showing. The day after the event, Elop did make an appearance after all.
He met with customers but not the media. Officially his duties would not begin until the following week. The smartphone unit would have needed support from the services unit, but came only second in the pecking order after external paying customers.
The product portfolio of the company was exceptionally large. By the vast product range had become a burden. There had not been a best-selling product in several years and the situation had started to gnaw at the sales staff, especially.
The company had in its hands a huge number of products that did not sell well. The still high sales volumes were blinding. Attention was focused on the positive fact that the company was selling million phones annually even if the majority of the sales volume came from 30 euro basic phones which had next to no impact on the bottom line.
The constant delays in the phones-to-market schedules increased the burden. The prototypes of feature-rich lead products were developed fast, but the completion and testing for the mass market entry took too long.
Management time was wasted in the meetings that focused on minor details such as a minor software adjustment. Sometimes more than ten vice presidents were present in such meetings.
The product schedules were perpetually delayed until it became evident that demand for such products would no longer exist at market entry. With over 6 million lines of code, the software platform had become unmanageable.
Time, money and mental resources were wasted to tweak the outdated Symbian for each product. There were so many product lines that the product managers could not manage to keep up-to-date what was going on.
Although considerable strategic weight was given to the software development and services, Nokia, in essence, was a pure hardware manufacturer in regard to its profitability, money-making mechanisms and operating principles.
Up to then, the company had managed to cover its costly software in the phone pricing, but now this strategy no longer worked as competitors had started to launch phones of superior quality.
A Nokia analyst at an American venture capital investment company remembers having a critical view on the capability of Nokia to switch over from basic phone business to smartphones.
The analyst also states that Nokia was focusing on the wrong technology platform and using billions of euros to its software development. Nokia was more vulnerable compared to its competitors. Korean Samsung, as a conglomerate, manufactured computers and other electronic devices in addition to mobile phones, and was therefore not so susceptible to suffer from a slowdown in one of its product segments.
Samsung was able to sell its mobile phones for retail businesses at a lower wholesale pricing, as their transactions also included other products than just mobile phones. Apple secured their profitability with expensive Mac PCs and iPods at the time when iPhones were not yet bringing in much revenue.
According to many interviewees, Nokia as an organization had drifted into a state of inertia. Elop would soon find himself in the middle of a battlefield of middle-aged men.
Instead of external competition, the competition was internal. Common interest had been replaced by the optimization of the vested interest. The famous Nokia-spirit was had begun to ebb away.
Constant organizational changes confused the working environment as employees had to reapply for their positions. People were somewhat arbitrarily transferred to new positions.
There were employees, whose projects had been ed, but they got to keep their jobs. The matrix organization structure played a key role in the management problem: People were part of a project under different teams, but nobody had an overall responsibility of the end product.
The team spirit killed any individual creative spirit. Ideological and innovative individuals were labeled as lone wolves. Yes-men with no opinions of their own would flourish. For example, the normal trial-and-error software development technique was no longer used in Symbian software development.
A person who was in charge of software development says that the problem was in the management which adjusted and fine-tuned projects ad nauseam. When the engineers were left alone to do their work, the results came forth.
The lack of strategic agility and rigidity resulted in playing safe. In the technology driven business, that marks the beginning of the end. A sugar-coated picture was given to the management.
An employee working in the strategy department resorted to check the true status of upcoming phone projects from a friend working in development, because the official status given could not be trusted.
Nokia was the emperor with new clothes, but nobody dared to say it out loud. The layoffs had started in When money was becoming an issue. The organization had been streamlined many times over, but the scope of the operations remained unchanged.
At every decline of the financial outlook, streamlining continued. There were divisions which had been fully reorganized 3—4 times within a year. The Group Executive Board was equally stagnated.
According to an outdated Nokia principle, it was considered beneficial for the executives to hold several different positions to increase their competence. During the growth era the principle had worked.
But when the phone sales started to decline, new people and fresh ideas would have come in useful. The company had gone to the dogs, at least partially. But what would the customers think of the situation?
Elop knew that the feedback was not going to be good. The customer base was divided into two. Network providers traditionally had long-term commitments with phone manufacturers and they continued selling Nokia phones like business as usual.
The feedback from the large electronics companies and other retail businesses with shorter order cycle was more hard-edged. The French retail chains were wondering why Nokia force-fed its own music applications and other applications to its phones even if the customers wanted iTunes or Spotify.
Nokia had not entered into strategic alliances with service providers, because it believed that it can produce such services by itself. According to a former Nokia sales director, Nokia should have integrated popular services such as Spotify into its phones and advertised to its consumers how the services worked best in Nokia phones.
Instead of doing this, a lot of money was spent to fight against such services. As a device manufacturer, Nokia was not as agile in the service segment as the service providers.
Network providers were also slowly awakening to reality. They were worried about the inflexibility of Symbian which meant that it was not a popular platform among application developers. Network providers compared the data usage of smartphone users.
Users of Samsung Galaxy running on Google Android used ten times more data compared to the highest data users with Nokia phones. So the users of Galaxy, which offered a seamless user experience, stayed in the network using data applications for much longer periods of time.
And the network providers started to be more insistent in demanding to know what Nokia was going to do to increase the data usage in their phones. It caught Nokia off guard and happened unnoticed while Nokia had closely watched its traditional competitors, the phone manufacturers.
Nokia had lost a big chunk of its smartphone market share. Nokia had put a record number of Apple had started with low production volumes, but was increasing its volume quarter by quarter. In, the production volume of Nokia was triple the volume of Apple, but in only double.
It was exceptionally peculiar since Apple had only one smartphone in the market while Nokia had tens. During the summer of, Apple reached the second market position with its In those markets, the status quo would be good enough.
However, in the United States Nokia as a phone brand was practically non-existent. Elop realized that starting with a clean slate was the only option in the US.
There was also a lot of baggage as Nokia had alienated the American network providers with its arrogance. American network providers were not dependent on Nokia to the same extent as their European counterparts, who had huge numbers of Symbian smartphone users as their customers.
Google and Apple did a better job at it. During the low-yielding years, expenses were controlled even more rigorously. The dominating role of Financing department had been established during the Ollila era and was further reinforced during Kallasvuo leadership.
This ideology of extreme efficacy was causing difficulties. Ideally, hundreds of different smartphones were produced using only two to three different platforms. Software was also built based on software platforms and different features were added on top of the base platforms.
This operating principle was both efficient and cost-effective. According to a manager working in the middle-management of the Symbian and MeeGo platforms, what was gained in cost-efficiency was lost in inflexibility.
The overall budget was not to be exceeded even if using a slightly more expensive component would have been advantageous for a better end result. According to a manager, too much attention was paid to small segment earnings instead of looking at the big picture.
Costs were controlled by projects and units and some projects were terminated even if it had made sense to keep them up and running to be further developed in other units.
Plenty of babies were thrown out with the bathwater. Cost control was further intensified when the company started using more consultants. A manager formulated it like this: In all this gloom and doom mentality, the new CEO was about to find some positive surprises in Nokia.
The challenger attitude was still alive and well within the company. It had been dormant and buried deep, but was brought back to life by the crisis. The Finnish work ethic can be characterized by the solicitous and pedantic work attitude.
Every little detail was checked and rechecked over and over, and even after doing so there was still the shadow of doubt if everything possible had been done. According to this manager, this attitude was prevalent, irrelevant of the fact whether the company was doing well or not.
This philosophy, allegedly dating back to Ollila, was deep-rooted. Positive in the situation was also that the low-end phones were still yielding profits at a steady pace in the developing countries.
The Nokia brand was strong in India. Nokia was still challenging the local cut-rate phone companies in China. The low-end low-cost phones seemed to be the lifesaver when the times were hard: The steady cash flow from their sales was to keep the profitability at a tolerable level.
The MeeGo unit developing smartphones based on open-source software had 2, top software engineers developing something that could be the next big thing in software engineering.
In production and logistics Nokia was world-class. This operating method was based on the innovative dfm design for manufacturing process developed by Nokia. This was of vital importance, especially during the peak years, when Nokia sold half a billion mobile phones requiring billion components.
Ideally, only 3—4 base units aka engines were used for all phone models in the manufacturing pipeline. During high demand, base units were always in stock, so the production could be started on the double.
Some types of covers, keyboards and other small components, and types of sales packages were in use at a time. The components needed for the final stages of the phone production process were ordered with hour lead time at its best.
Suppliers were often located in the immediate vicinity of Nokia phone factories. There were no inventories as production runs were done to order. Seamless cooperation with the companies supplying production equipment and machinery further increased the efficiency.
In more critical areas of production line, e. Cooperation with fewer suppliers would have made Nokia more vulnerable and with more suppliers, less efficient. This motto well described the everyday life at Nokia at the time.
The efficiency of the engineering processes of the company was simply mind-blowing. The sales technique adopted from Asia was applied globally. In a mass market area like India, large sales staff was required as there were tens of thousands of points of sale.
In India alone, Nokia had 5, salespersons at its peak, whose job was to present the new phone models to independent retail dealers. These retailers did not have inventories, so Nokia sales staff was continuously restocking the points of sale.
In Europe the wholesale market for mobile phones operated differently. Purchasing was done in a more centralized fashion. It was good enough, if the manufacturer had good relations with the purchasing directors of the largest network providers and consumer electronic retail chains.
The sales staff in retail stores did not have influence on the retail selection. Nevertheless, Nokia still had a huge number of salespersons also in Europe. A member of sales staff visited 15 points of sale a day on average, mainly to do some chit chatting and to dust some retail phones.
Bizarre performance evaluation metrics were applied to such sales staff: Visiting 15 points of sales a day constituted a job well done. A sales director earned the bonus by introducing the Asian sales model to the set number of countries even if the model was not viable in Europe.
A former Nokia sales director now working for a competitor says that it was precisely this close relationship with network providers that got the Nokia sales system into a rut.
For 15 years Nokia sales more than doubled. The same happened with key customers i. Both parties only focused on the positive outcome ignoring the weak signals of brewing troubles.
The network providers did not know how to tell Nokia that their phone models were no longer appealing to customers. In —, many members of Nokia sales staff still believed that everything was just fine, and that the next phone model launch would come and save the day.
This sales director remembers proposing a sales technique change for two consecutive years. In his view, a more quality-based sales model would have been more viable in Europe. Sales, just like many other functions, were plagued by too much complexity.
Salespersons with direct customer contact were good at their job and knew their customers well, but they were given too many additional tasks that took time and energy from the actual sales work.
Their immediate managers understood and supported them, but the decision makers were located far away, sometimes even on another continent. Even if there had been wisdom and goodwill in the workforce, the organizational system had made everything insurmountably difficult.
The situation was aggravated by the plummeting market. When the head office gives marching orders, everybody follows suit. If the key product or product line sales are not up to par, feedback is given promptly.
Additional funding for marketing is also allocated fast if needed. In a similar situation at Nokia, there was a lot of talk, but hardly any action. Nokia controllers considered Sales merely as a necessary evil and salespeople as an unruly flock that needed constant watching.
From the point of view of salespeople, there seemed to be no common sense in doing things and progress has become extremely sluggish. The finance department just wanted to wait out the problems.
Nokia had led the way in certain sales strategies, such as in online marketing. Online sales had doubled in six consecutive quarters. Right things had been done at the right time. This is substantiated by the fact that at the same time Apple reached the landmark of one billion online customers in its online store.
E-commerce was a rapidly growing market. There were no resources to further develop the online sales and online marketing, even if the customer base had just started to move from brick-and-mortar stores to using online shopping and services.
Nokia was then developing Maemo software by an outdated organization consisting of hundreds of people coordinated by low-level managers between various office sites. Why did Nokia ignore Silicon Valley?
A manager in the Nokia smartphone product development recalls that when Android was just emerging in —, Nokia had been sneering at such a small-scale American project. Android was not taken seriously as its developing teams in Silicon Valley were small.
Elop had now the task of prioritizing the actions to be taken in the wake of the lame legacy of Kallasvuo. Cutting the expenses with a heavy hand was to take place. A sensible operating system was to be chosen for the smartphones.
US operations needed a makeover. The small, picturesque town of Ancaster is one of the first European settlements in Ontario, Canada. The area is known for its historical downtown and good hiking paths.
There are around 30, residents. The weather is like in Helsinki. Over the years, Ancaster has grown to become part of the ninth largest city in Canada, Hamilton. The nearest metropolitan city is Toronto, 70 km 44 miles away to the northeast.
Equally far away to the west is Waterloo, where the mobile phone manufacturer RIM later Blackberry started its activities in If you head southeast, after km 62 miles you end up in Buffalo in the United States, and you pass Niagara Falls along the way.
Stephen Andrew Elop was born in this environment on December 31, His father designed transformers at the electrical company Westinghouse. His mother was a chemist. As the middle child of three boys in his family, Stephen had a normal, middle class childhood.
At the same time he developed a hatred toward tobacco. Nothing was more disgusting than when someone asked him to hold a cigarette stained with lipstick when they went to swing at the ball, Elop has stated.
His free time was dominated by his interest in technology. Even his grandfather had worked as a radio operator in World War 2. In the worldwide QS university ranking, in it was ranked at, the fifth best in Canada.
The University of Helsinki was 69th in the same ranking, and Aalto University at th. The year was, when the eager budding engineer started his studies. Besides studying, he wrestled with hour work weeks.
Professor of computer engineering, David Capson, remembers Elop as the character who walked into his office and past him carrying a ladder. Elop climbed up the ladder and peeked up in between the ceiling tiles.
In his dirty hands was a spool of cable. He was building a new and exciting thing, an ethernet network that covered the whole campus. Capson had had hundreds of students, but he says that Elop had left an impression on him.
Elop was exceptional and well-focused, one of the two best students that year, Capson remembered. Elop met his wife while doing computer work at the university. The two of them had different opinions on how computers work.
The disagreement led to a bet. If I am right, I will take you to dinner. Nancy won, so we went to a rib restaurant. Not very romantic, but a good start. Elop graduated in as the second best in his course.
He has less education compared with many other top leaders. It was now time to transition into work life. After that, things started to happen. Elop developed into a successful, sales-oriented leader who understood customers.
When Elop stepped into the business world, information technology was revolutionizing the workplace. Apple and Microsoft were hot topics. Secretaries exchanged their typewriters for desktop PCs and companies started appointing IT managers.
Elop joined a small software company called Soma. Elop continued working in the consulting unit of Lotus, until when he moved to the fast food chain, Boston Chicken, as the Chief Information Officer.
His first steps as a leader in a publicly listed company were colorful. A year before Elop arrived, shares were sold out immediately after a share issue, and the share price had tripled. Things had already overheated too much, and finally debt and the new chicken counters which had appeared in grocery stores forced Boston Chicken to apply for protection from creditors under the US bankruptcy laws.
Before the bankruptcy, there were 18, employees and 1, restaurants. The euphoria had taken the company to the wrong side of the law. The lower level managers jumped from the sinking ship.
At that time, Nokia had unveiled its first Communicator, and was bringing the second version to market. Boston Chicken is known nowadays by the name Boston Market, and was, from the time of the bankruptcy till, under the ownership of McDonalds.
The chain had profiled itself with the Boston marathon. There one can eat three whole chickens, two potato pies, eight pieces of cornbread, six side dishes and two desserts in under an hour without help.
The train continued onward. It was the year The persistent, smart, and fast-moving engineer went to work in California and moved upward in the San Francisco software company, Macromedia, via the IT and sales departments to become CEO.
Macromedia had given the world the web page design program Dreamweaver, as well as Flash, a multimedia technology which brought graphics and animations to web pages. There, Elop really started collecting the experience, which he used to charm during the Nokia times.
The internet bubble had just burst. The bottom dropped out of the markets, and new competitors were threatening to take away their livelihood. Newspapers rattled on about how Macromedia was headed for disaster.
Elop took focusing as his dictate. The change was huge, but afterward, Macromedia made a bigger profit than at any point before the bubble burst. With hundreds of apps being submitted every week, you'd think Apple would have its hands full rejecting all of the useless ones built to simulate farting, drinking beer, brandishing a light-saber, shaking a baby and everything in between.
Bringing the old world charm and elegance of a tape deck to numb-nuts hipsters too young to have ever used one. All that stuff gets through. Apple's main concern in policing the App Store seems to be stomping down on competition.
MailWrangler, PodCaster and, most famously, Google Voice have all been banned for "duplicating functionality. Take for instance, Apple's rejecting the Eucalyptus app for obscenity.
That's got to be slang for something kinky as all hell! Was this a social networking app for a very special subset of furries? A hook-up site for swinging Botanists? No, actually it was an Ebook app for public domain works.
Since it provided access to a Victorian-era translation of the Kama Sutra, the app was deemed inappropriate. We asked Apple if they saw any irony in the fact that the iPhone's web browser provided access to a billion websites far filthier than an ancient translation of a religious text.
Sadly, Apple's board of directors was too busy banning dancing in small Midwest towns to be reached. Jilted developers and Google aren't the only people pissed off at Apple's App Store policies.
Apple responded to the accusation, which kicked off yet another gigantic legal clusterfuck the results of which have yet to be decided, but are likely to be retarded. You might be asking why any of this should matter to you.
After all, most of Apple's dickery is aimed at a small, tech savvy minority. People who know how to hack their iPhones or program applications or work for a giant Apple subsidiary in China.
Jobs has always known that the vast majority of people think technology is something to watch porn on. Lucky for him, he's fantastic at designing technology that those people intuitively understand how to use.
Unlucky for the non-savvy majority, there are increasing signs that we're the eventual target of Apple's master plan. If you're one of the tens of millions of people who have iTunes installed on their Windows machines, you might want to open up a search and see if Apple's "Safari" web browser has made its way onto your computer.
No, you didn't download that on purpose and then forget about it. In March of, Apple stuck a copy of Safari into a routine update for iTunes. They set the Users who just skimmed over the update notice without reading it IE: Whether you want it or not.
Response from the media and major figures in the tech industry was immediate and powerfully negative. As he saw it, this move of Apple's wasn't just annoying, it posed a risk to the security of the whole Internet.
In July of, another iTunes update went out with a hidden program clinging to it like poop to a hairy ass. This time, the backlash was even more severe. Internet watchdog group Stopbadware.
Bloggers again raised their flabby arms in protest. Apple quickly rescinded the update. This is what real heroes look like. So they've obviously learned their lesson, right?
Well, in October of, a new application from Apple landed in the U. Apple's idea was to program devices to periodically interrupt users with unskippable ads. The ads would temporarily halt performance of the device in order to "compel attention.
The determination can include performing, while the advertisement is presented, an operation that urges the user to respond; and detecting whether the user responds to the performed operation.
If the response is inappropriate or nonexistent, the system will go into lock down mode in some form or other until the user complies. In the case of an iPod, the sound could be disconnected rendering it useless until compliance is met.
For the iPhone, no calls will be able to be made or received. And this isn't just some crazy, pie-in-the-sky idea some engineer at Apple had and decided to get patented.
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There were product delays. There were decisions made based on a lack of options and in haste. Also the way Kallasvuo and Ollila were working together caused discontent within the board as the two of them sometimes tended to agree things just between themselves.
Apparently one example of this was the decision to hire the former prime minister of Finland Esko Aho as the executive vice president for corporate relations and responsibility.
In Nokia reported a record-breaking financial result. The awakening did not take place until, beginning to be noticeable also in the language of the board. During summer, the board visited Silicon Valley, California.
In his memoirs, Ollila mentions one board member being against dismissing Kallasvuo. This is contradicted by another source familiar with the case claiming it was only Ollila himself standing in the way of changes.
Granted, he is a living legend, but also a challenging character. Many thought he should have stepped down once things started to go downhill in order to enable proper inspection and evaluation of the current situation, leaving room for questioning the existing structures.
There were rising concerns among the shareholders, too. The board left issues unattended, one of which was the situation of Nokia Siemens Networks. NSN spent years in a difficult impasse due to a delay in the integration of Siemens and Nokia.
The need for change was significant, but Ollila was not stepping into the role of primus motor in order to change the operation mode. The deadlock was apparently frustrating Scardino the most.
She was considering leaving Nokia already in Many of those interviewed for this book consider it odd that the board appointed Ollila to be the main headhunter for the new Nokia CEO, since he, after all, had been the one to choose Kallasvuo, who now had failed at his task.
Other members of the appointment committee were Scardino and a Swedish consultant Per Karlsson, a long-term trustee of Ollila. She joined Nokia Board of Directors in and was appointed vice-chairman of the board in Scardino is known as the Iron Lady of the Anglo-American publishing industry.
By the time she joined Nokia, she had had a prominent career in the traditional publishing industry but had no experience in internet-based industries nor had any in-depth knowledge of mobile business.
Karlsson born has a background similar to Scardino. Ollila had requested him to join Nokia Board of Directors in He was a high level company consultant with a notable career.
Karlsson and Ollila share a common interest in finance. Out of the three members of the appointment committee, only Ollila had experience in the technology industry, but even he, according to many, was not in touch with the service-driven internet-age mode of operation.
Spencer Stuart, the London-based headhunting company specializing in the information and communication technology field, drew up a list of Nokia CEO candidates in June Ollila and the team selected a short list of names: Among the American candidates was the Canadian Stephen Elop.
Vanjoki born joined Nokia in Before Nokia, Vanjoki had worked at the 3M conglomerate. During summer, he was carrying out a task the board had assigned him, examining the research and development operations.
Savander had been with Nokia since, but his choice as the next Nokia CEO seemed unlikely from the start, despite his appropriate background in sales, marketing and services.
He was deemed somewhat reserved as a leader both within and outside the Nokia organization. Having completed the candidate short list, the appointment team started to travel. He had set up the schedule in such a way that he could meet five candidates in three days.
He then continued to Microsoft in Redmond to meet with Elop over breakfast in the privacy of his suite. In the afternoon, Ollila flew east to Southampton to meet with the fifth candidate over dinner.
It was no easy task to carry out. In Finland he was a king, but in Silicon Valley he was the chairman of the board of an outdated technology company. An American analyst believes that the board overestimated its chances to attract a top American corporate executive for the next Nokia CEO.
From California, the view is somewhat different to the one from Espoo. In his memoirs, Ollila mentions being unsure, as he was returning home, whether the new CEO would be found amongst those interviewed.
Fairly quickly the US list of candidates was reduced down to two names. The number one candidate was the number two man in a well-known technology company. According to Ollila, he was an executive in his fifties and who had been with the company for a number of years, having risen to his position through various roles in the company.
Ollila says to have met with this candidate twice. Various number one candidates have been speculated on, both in the media as well as in the interviews for this book. Based on our interviews, Cook very likely was part of the process and a candidate for this job.
The fact that he was also a member of Nike Board of Directors only added to his suitability. An American reporter, David J. The media was widely spreading this idea only to discover that McNealy had already a few weeks earlier denied this in a tweet that leaves no doubts: Ollila had never asked him to run Nokia.
Mayer had a small child, so her family situation would have prevented her move to Finland. What possible reasons would he have had to share false information? He could have just as well left that part out altogether.
In order to understand the selection process, it is important to know who were the ones making the decision. In, the Nokia Board of Directors consisted of six other members in addition to chairman Ollila, vice-chairman Scardino and Karlsson.
She had solid experience in both operational and official posts in finance. For a Finnish researcher, he was an exceptional academic superstar. He was a top name in European technology industry in his time.
Keijo Suila born was the former Chief Executive of Finnair. She was experienced in matters of high level strategy, corporate planning as well as intellectual property rights in European companies.
Siilasmaa was one of the highly respected corporate executives within the technology industry in Finland. The lack of technological competencies stood out in this crowd. Only Siilasmaa was representing the current information and communication technology.
The honorable German gentleman is not likely to have spent his time in the prevailing techno scenes. Ollila had valued finance and consumer business experience in IT over technology when forming the board.
Karlsson and Gupte had finance backgrounds, Suila, Scardino and Marey-Semper were experienced in consumer business. Having Scardino and Marey-Semper as board members for a high-end technology corporate like Nokia, struck many of those interviewed for this book as rather odd because their mobile competence was scarce.
It is also worth noticing that there is hardly any public data on Marey-Semper. A technology start-up entrepreneur? Someone with up-to-date connections to network providers, subcontractors, and, above all, mobile device consumers?
Horace Dediu, an analyst who is well acquainted with both Nokia and Microsoft, points out that with Nokia competitors, the boards mainly had advisory roles. According to Dedieu the American technology companies are not willing to render power to financiers or other outsiders, because that would weaken the disruptive thinking that defies and questions existing structures.
The most distinct example of disruptive thinking and the role it plays is the legendary founder and Apple CEO Steve Jobs. Dedieu believes the Nokia board was professionally managed, but instead of focusing on vision, it focused on optimizing.
It was chaired by Arthur D. Levinson, chairman of Genentech Board of Directors. Innovation as well as protection of intellectual property rights are both of utmost importance.
One member of the board was Bill Campbell, chairman of the board of software company Inuit, with a long standing career in the software business. The technology industry was represented also by Ronald D.
Sugar, chairman of the board of Northrop Grumman, an aviation and aerospace technology company. Al Gore, the former Vice President of the United States, was there to manage high level public relations.
The consumer point of view in the Apple board was represented by Millard Drexler, the chairman of the board of the clothing company J. John Doerr, a venture capitalist specialising in technology industry and a former executive of the Amazon online store, John L.
Hennessy, a professor of computer science at Stanford University and the founder of Atheros, a semiconductor company, Ann Mather, a board specialist focusing on gaming and internet business and a former executive at Pixar Animation Studios, Paul S.
To aggravate the situation, the Nokia Board of Directors was manned more with fine titles than substance. Scardino was the only American on the board despite the fact that the highest level of software competence was found in the US.
To them, Elop represented the bygone world. He had no knowledge of consumer business and came from Microsoft, a dinosaur that had failed to progress from the PC to the mobile environment.
The board members were aware of the great responsibility on their shoulders. What they most wanted was to get rid of the deep feeling of frustration. Moreover, all progressive work had come to a halt because of the ongoing replacement of the CEO.
Therefore, the recruitment was swiftly processed. Elop also had a reputation of not being afraid to take the bull by the horns and of being able to solve internal conflicts. As a matter of fact, Elop had already made an impression on Nokia leaders in when Nokia and Microsoft were in negotiations over provisioning of Microsoft Office applications in Nokia Smartphones.
The negotiations had proven difficult. Nokia was at its peak, and Microsoft was known for their inflexibility. Problems arose right at the very beginning, says one of the Nokia leaders. That day of negotiations had an unpleasant start.
The negotiations carried on as they started, with difficulty. He had given an impression of himself as being a strong leader and a master of words. On the eve of May Day, much to the surprise of both parties, there was a breakthrough in the negotiations and the agreement was signed later on in the summer.
Vanjoki had many supporters both within and outside the Nokia organization. He knew Nokia and its reference groups like the back of his hand. In August, it looked like the scales were about to tip in his favour.
The board had not yet made the final decision, but the outcome seemed almost certain. The new CEO would be Finnish. The strategy work assigned to Vanjoki would not go to waste. A new era was on the horizon for both Vanjoki and Nokia.
By September 10, the tables had turned. Elop had after all been appointed as the new Nokia CEO. What happened during these few weeks? The main driver in the events was Scardino.
She was the spokeswoman on the board for the foreign shareholders, in particular for the American pension fund investors. As a member of the appointment committee, she was the natural point of contact for the American pension funds that were dissatisfied with the progress Nokia was making.
For the foreign shareholders, Vanjoki was not a sufficient guarantee for renewal to take place. A bigger shake-up was needed, and the shaker needed to come from outside the Nokia organization. Scardino told her colleagues that only after talking to Elop did she realize the gaps Nokia had in understanding the new era.
The Nokia Board of Directors were between a rock and a hard place, says an analyst who has studied Nokia for a number of years. They were forced to prove to the American investors that Nokia was no longer just a Finnish company.
Although Nokia shareholders were spread across the globe, from the American point of view too many of Nokia employees were still based in Finland. The investors could only be assured by a big move: By choosing Elop, the board could keep the headquarters in Finland.
Those appointing him were hoping to get a charismatic frontman like Steve Jobs. Had this been a factor in the recruitment process, the Nokia operating system strategy would not have been so drastically changed as it eventually was, says the analyst.
He had no in-depth mobile competence nor consumer business understanding. By appointing Elop, Nokia showed just how far to the margin it had drifted. If there were no suitable candidates with software backgrounds available, the next best choice would have been to appoint someone with a telecommunications background either from a chipset company, a network provider or a competitor, suggests the analyst.
Would his family join him? Finland was far away and a different kind of environment. Elop was considered sincere about it, but what about after he has been travelling days yearly for a few years?
Other concerns were raised. What about him not having experience in consumer business? Some members of the board were bothered about his tendency to speak quickly. Would he be able to listen, would he get people onboard or would he be a solo artist raising himself above others?
They considered it to be a normal feature of American business culture, deeming the Finnish business culture to be closer to the Japanese one. The new era of steep and fast changes required agility and new ways of thinking.
The board believed Elop had these capabilities. In the end, the decision was unanimous. A person involved in the discussions says that Vanjoki was considered an enthusiastic, bubbly and innovative personality, but that he was also considered a somewhat contradictory character, even within the organization.
Vanjoki has historical baggage, unlike Elop, and the board thought it best to emphasize renewal. In retrospect, whether the choice was right or wrong, at the time of decision there was a clear logic to it, points out a source who was following the process closely.
In August, the Nokia Board of Directors made the final decision. As a result, Vanjoki resigned two days later. He was not going to be just another hired executive. His merits were considered good, particularly his communication skills, experience in software business as well as the fact that he was North American.
Elop went on listing characteristics he considered typically Finnish: Openness, integrity, transparent communication, ethics and respect for other people. There is every reason for us Finns to believe that Nokia will get a strong, new beginning with Elop now in the lead.
The better Nokia succeeds, the stronger Finland and its economy will be. The commentary of Nokia personnel in the media was moderate, nobody wanted to dismiss the new boss straight away. Enthusiasm for ice hockey as well as his software competence worked in his favour.
Local newspapers were even more concerned about the various Nokia sites across Finland. The news of the replacement of the Nokia CEO reached international media. The British Financial Times did an interview with Elop and Ollila, in which they rejected the idea that Nokia would abandon its own operating system.
Ollila stated that Elop had not been hired to renew the Nokia strategy. There were more doubts expressed in the American media. The newspaper did an interview with Rob Enderle, an analyst, who thought Microsoft lost a great talent.
According to Enderle, Elop had high hopes for the position of CEO, but that at Microsoft, there was only a slight chance at this. There is no way to make a comeback to the mobile phone market.
New York Times thought the appointment of a Microsoft executive was telling a tale of Nokia and Microsoft working more closely together than before. The mobile nation was eagerly waiting to see if the new CEO would make an appearance at Nokia World in London, one of the most important events for Nokia stakeholders, on September 14, a week after the announcement.
The event was considered particularly exciting for investors. He was an executive valued by investors, customers and reporters, who were accustomed to hearing bold statements from him.
Seemingly cheerful, he thanked the Nokia World audience for the 20 year journey and made his exit from stage, as they applauded. In addition to the new Communicator, Nokia launched four new smartphones.
He pointed out to the audience that Nokia was selling, new smartphones daily, which was more than Apple and Android put together. Savander promised a sale of 50 million devices for the models presented in London.
He also thanked Olli-Pekka Kallasvuo for a fine year career in Nokia. A large customer also spoke at Nokia World. Vittorio Colao, CEO of Vodafone, the British network provider, was of the opinion that the best markets for device manufacturers as well as network providers to be in were in developing countries.
Colao complimented Nokia on its ability to survive the smartphone battle and said he was well pleased with the ambition Nokia was showing. The day after the event, Elop did make an appearance after all.
He met with customers but not the media. Officially his duties would not begin until the following week. The smartphone unit would have needed support from the services unit, but came only second in the pecking order after external paying customers.
The product portfolio of the company was exceptionally large. By the vast product range had become a burden. There had not been a best-selling product in several years and the situation had started to gnaw at the sales staff, especially.
The company had in its hands a huge number of products that did not sell well. The still high sales volumes were blinding. Attention was focused on the positive fact that the company was selling million phones annually even if the majority of the sales volume came from 30 euro basic phones which had next to no impact on the bottom line.
The constant delays in the phones-to-market schedules increased the burden. The prototypes of feature-rich lead products were developed fast, but the completion and testing for the mass market entry took too long.
Management time was wasted in the meetings that focused on minor details such as a minor software adjustment. Sometimes more than ten vice presidents were present in such meetings.
The product schedules were perpetually delayed until it became evident that demand for such products would no longer exist at market entry. With over 6 million lines of code, the software platform had become unmanageable.
Time, money and mental resources were wasted to tweak the outdated Symbian for each product. There were so many product lines that the product managers could not manage to keep up-to-date what was going on.
Although considerable strategic weight was given to the software development and services, Nokia, in essence, was a pure hardware manufacturer in regard to its profitability, money-making mechanisms and operating principles.
Up to then, the company had managed to cover its costly software in the phone pricing, but now this strategy no longer worked as competitors had started to launch phones of superior quality.
A Nokia analyst at an American venture capital investment company remembers having a critical view on the capability of Nokia to switch over from basic phone business to smartphones. The analyst also states that Nokia was focusing on the wrong technology platform and using billions of euros to its software development.
Nokia was more vulnerable compared to its competitors. Korean Samsung, as a conglomerate, manufactured computers and other electronic devices in addition to mobile phones, and was therefore not so susceptible to suffer from a slowdown in one of its product segments.
Samsung was able to sell its mobile phones for retail businesses at a lower wholesale pricing, as their transactions also included other products than just mobile phones. Apple secured their profitability with expensive Mac PCs and iPods at the time when iPhones were not yet bringing in much revenue.
According to many interviewees, Nokia as an organization had drifted into a state of inertia. Elop would soon find himself in the middle of a battlefield of middle-aged men. Instead of external competition, the competition was internal.
Common interest had been replaced by the optimization of the vested interest. The famous Nokia-spirit was had begun to ebb away. Constant organizational changes confused the working environment as employees had to reapply for their positions.
People were somewhat arbitrarily transferred to new positions. There were employees, whose projects had been ed, but they got to keep their jobs. The matrix organization structure played a key role in the management problem: People were part of a project under different teams, but nobody had an overall responsibility of the end product.
The team spirit killed any individual creative spirit. Ideological and innovative individuals were labeled as lone wolves. Yes-men with no opinions of their own would flourish.
For example, the normal trial-and-error software development technique was no longer used in Symbian software development. A person who was in charge of software development says that the problem was in the management which adjusted and fine-tuned projects ad nauseam.
When the engineers were left alone to do their work, the results came forth. The lack of strategic agility and rigidity resulted in playing safe. In the technology driven business, that marks the beginning of the end.
A sugar-coated picture was given to the management. An employee working in the strategy department resorted to check the true status of upcoming phone projects from a friend working in development, because the official status given could not be trusted.
Nokia was the emperor with new clothes, but nobody dared to say it out loud. The layoffs had started in When money was becoming an issue. The organization had been streamlined many times over, but the scope of the operations remained unchanged.
At every decline of the financial outlook, streamlining continued. There were divisions which had been fully reorganized 3—4 times within a year. The Group Executive Board was equally stagnated.
According to an outdated Nokia principle, it was considered beneficial for the executives to hold several different positions to increase their competence. During the growth era the principle had worked.
But when the phone sales started to decline, new people and fresh ideas would have come in useful. The company had gone to the dogs, at least partially.
But what would the customers think of the situation? Elop knew that the feedback was not going to be good. The customer base was divided into two. Network providers traditionally had long-term commitments with phone manufacturers and they continued selling Nokia phones like business as usual.
The feedback from the large electronics companies and other retail businesses with shorter order cycle was more hard-edged. The French retail chains were wondering why Nokia force-fed its own music applications and other applications to its phones even if the customers wanted iTunes or Spotify.
Nokia had not entered into strategic alliances with service providers, because it believed that it can produce such services by itself. According to a former Nokia sales director, Nokia should have integrated popular services such as Spotify into its phones and advertised to its consumers how the services worked best in Nokia phones.
Instead of doing this, a lot of money was spent to fight against such services. As a device manufacturer, Nokia was not as agile in the service segment as the service providers. Network providers were also slowly awakening to reality.
They were worried about the inflexibility of Symbian which meant that it was not a popular platform among application developers. Network providers compared the data usage of smartphone users.
Users of Samsung Galaxy running on Google Android used ten times more data compared to the highest data users with Nokia phones. So the users of Galaxy, which offered a seamless user experience, stayed in the network using data applications for much longer periods of time.
And the network providers started to be more insistent in demanding to know what Nokia was going to do to increase the data usage in their phones. It caught Nokia off guard and happened unnoticed while Nokia had closely watched its traditional competitors, the phone manufacturers.
Nokia had lost a big chunk of its smartphone market share. Nokia had put a record number of Apple had started with low production volumes, but was increasing its volume quarter by quarter.
In, the production volume of Nokia was triple the volume of Apple, but in only double. It was exceptionally peculiar since Apple had only one smartphone in the market while Nokia had tens. During the summer of, Apple reached the second market position with its In those markets, the status quo would be good enough.
However, in the United States Nokia as a phone brand was practically non-existent. Elop realized that starting with a clean slate was the only option in the US. There was also a lot of baggage as Nokia had alienated the American network providers with its arrogance.
American network providers were not dependent on Nokia to the same extent as their European counterparts, who had huge numbers of Symbian smartphone users as their customers. Google and Apple did a better job at it.
During the low-yielding years, expenses were controlled even more rigorously. The dominating role of Financing department had been established during the Ollila era and was further reinforced during Kallasvuo leadership.
This ideology of extreme efficacy was causing difficulties. Ideally, hundreds of different smartphones were produced using only two to three different platforms.
Software was also built based on software platforms and different features were added on top of the base platforms. This operating principle was both efficient and cost-effective.
According to a manager working in the middle-management of the Symbian and MeeGo platforms, what was gained in cost-efficiency was lost in inflexibility. The overall budget was not to be exceeded even if using a slightly more expensive component would have been advantageous for a better end result.
According to a manager, too much attention was paid to small segment earnings instead of looking at the big picture. Costs were controlled by projects and units and some projects were terminated even if it had made sense to keep them up and running to be further developed in other units.
Plenty of babies were thrown out with the bathwater. Cost control was further intensified when the company started using more consultants. A manager formulated it like this: In all this gloom and doom mentality, the new CEO was about to find some positive surprises in Nokia.
The challenger attitude was still alive and well within the company. It had been dormant and buried deep, but was brought back to life by the crisis. The Finnish work ethic can be characterized by the solicitous and pedantic work attitude.
Every little detail was checked and rechecked over and over, and even after doing so there was still the shadow of doubt if everything possible had been done. According to this manager, this attitude was prevalent, irrelevant of the fact whether the company was doing well or not.
This philosophy, allegedly dating back to Ollila, was deep-rooted. Positive in the situation was also that the low-end phones were still yielding profits at a steady pace in the developing countries.
The Nokia brand was strong in India. Nokia was still challenging the local cut-rate phone companies in China. The low-end low-cost phones seemed to be the lifesaver when the times were hard: The steady cash flow from their sales was to keep the profitability at a tolerable level.
The MeeGo unit developing smartphones based on open-source software had 2, top software engineers developing something that could be the next big thing in software engineering.
In production and logistics Nokia was world-class. This operating method was based on the innovative dfm design for manufacturing process developed by Nokia. This was of vital importance, especially during the peak years, when Nokia sold half a billion mobile phones requiring billion components.
Ideally, only 3—4 base units aka engines were used for all phone models in the manufacturing pipeline. During high demand, base units were always in stock, so the production could be started on the double.
Some types of covers, keyboards and other small components, and types of sales packages were in use at a time. The components needed for the final stages of the phone production process were ordered with hour lead time at its best.
Suppliers were often located in the immediate vicinity of Nokia phone factories. There were no inventories as production runs were done to order. Seamless cooperation with the companies supplying production equipment and machinery further increased the efficiency.
In more critical areas of production line, e. Cooperation with fewer suppliers would have made Nokia more vulnerable and with more suppliers, less efficient. This motto well described the everyday life at Nokia at the time.
The efficiency of the engineering processes of the company was simply mind-blowing. The sales technique adopted from Asia was applied globally. In a mass market area like India, large sales staff was required as there were tens of thousands of points of sale.
In India alone, Nokia had 5, salespersons at its peak, whose job was to present the new phone models to independent retail dealers. These retailers did not have inventories, so Nokia sales staff was continuously restocking the points of sale.
In Europe the wholesale market for mobile phones operated differently. Purchasing was done in a more centralized fashion. It was good enough, if the manufacturer had good relations with the purchasing directors of the largest network providers and consumer electronic retail chains.
The sales staff in retail stores did not have influence on the retail selection. Nevertheless, Nokia still had a huge number of salespersons also in Europe. A member of sales staff visited 15 points of sale a day on average, mainly to do some chit chatting and to dust some retail phones.
Bizarre performance evaluation metrics were applied to such sales staff: Visiting 15 points of sales a day constituted a job well done. A sales director earned the bonus by introducing the Asian sales model to the set number of countries even if the model was not viable in Europe.
A former Nokia sales director now working for a competitor says that it was precisely this close relationship with network providers that got the Nokia sales system into a rut. For 15 years Nokia sales more than doubled.
The same happened with key customers i. Both parties only focused on the positive outcome ignoring the weak signals of brewing troubles. The network providers did not know how to tell Nokia that their phone models were no longer appealing to customers.
In —, many members of Nokia sales staff still believed that everything was just fine, and that the next phone model launch would come and save the day. This sales director remembers proposing a sales technique change for two consecutive years.
In his view, a more quality-based sales model would have been more viable in Europe. Sales, just like many other functions, were plagued by too much complexity.
Salespersons with direct customer contact were good at their job and knew their customers well, but they were given too many additional tasks that took time and energy from the actual sales work.
Their immediate managers understood and supported them, but the decision makers were located far away, sometimes even on another continent. Even if there had been wisdom and goodwill in the workforce, the organizational system had made everything insurmountably difficult.
The situation was aggravated by the plummeting market. When the head office gives marching orders, everybody follows suit. If the key product or product line sales are not up to par, feedback is given promptly.
Additional funding for marketing is also allocated fast if needed. In a similar situation at Nokia, there was a lot of talk, but hardly any action. Nokia controllers considered Sales merely as a necessary evil and salespeople as an unruly flock that needed constant watching.
From the point of view of salespeople, there seemed to be no common sense in doing things and progress has become extremely sluggish. The finance department just wanted to wait out the problems. Nokia had led the way in certain sales strategies, such as in online marketing.
Online sales had doubled in six consecutive quarters. Right things had been done at the right time. This is substantiated by the fact that at the same time Apple reached the landmark of one billion online customers in its online store.
E-commerce was a rapidly growing market. There were no resources to further develop the online sales and online marketing, even if the customer base had just started to move from brick-and-mortar stores to using online shopping and services.
Nokia was then developing Maemo software by an outdated organization consisting of hundreds of people coordinated by low-level managers between various office sites.
Why did Nokia ignore Silicon Valley? A manager in the Nokia smartphone product development recalls that when Android was just emerging in —, Nokia had been sneering at such a small-scale American project.
Android was not taken seriously as its developing teams in Silicon Valley were small. Elop had now the task of prioritizing the actions to be taken in the wake of the lame legacy of Kallasvuo.
Cutting the expenses with a heavy hand was to take place. A sensible operating system was to be chosen for the smartphones. US operations needed a makeover. The small, picturesque town of Ancaster is one of the first European settlements in Ontario, Canada.
The area is known for its historical downtown and good hiking paths. There are around 30, residents. The weather is like in Helsinki. Over the years, Ancaster has grown to become part of the ninth largest city in Canada, Hamilton.
The nearest metropolitan city is Toronto, 70 km 44 miles away to the northeast. Equally far away to the west is Waterloo, where the mobile phone manufacturer RIM later Blackberry started its activities in If you head southeast, after km 62 miles you end up in Buffalo in the United States, and you pass Niagara Falls along the way.
Stephen Andrew Elop was born in this environment on December 31, His father designed transformers at the electrical company Westinghouse. His mother was a chemist. As the middle child of three boys in his family, Stephen had a normal, middle class childhood.
At the same time he developed a hatred toward tobacco. Nothing was more disgusting than when someone asked him to hold a cigarette stained with lipstick when they went to swing at the ball, Elop has stated.
His free time was dominated by his interest in technology. Even his grandfather had worked as a radio operator in World War 2. In the worldwide QS university ranking, in it was ranked at, the fifth best in Canada.
The University of Helsinki was 69th in the same ranking, and Aalto University at th. The year was, when the eager budding engineer started his studies. Besides studying, he wrestled with hour work weeks.
Professor of computer engineering, David Capson, remembers Elop as the character who walked into his office and past him carrying a ladder. Elop climbed up the ladder and peeked up in between the ceiling tiles.
In his dirty hands was a spool of cable. He was building a new and exciting thing, an ethernet network that covered the whole campus. Capson had had hundreds of students, but he says that Elop had left an impression on him.
Elop was exceptional and well-focused, one of the two best students that year, Capson remembered. Elop met his wife while doing computer work at the university.
The two of them had different opinions on how computers work. The disagreement led to a bet. If I am right, I will take you to dinner. Nancy won, so we went to a rib restaurant.
Not very romantic, but a good start. Elop graduated in as the second best in his course. He has less education compared with many other top leaders. It was now time to transition into work life.
After that, things started to happen. Elop developed into a successful, sales-oriented leader who understood customers. When Elop stepped into the business world, information technology was revolutionizing the workplace.
Apple and Microsoft were hot topics. Secretaries exchanged their typewriters for desktop PCs and companies started appointing IT managers. Elop joined a small software company called Soma.
Elop continued working in the consulting unit of Lotus, until when he moved to the fast food chain, Boston Chicken, as the Chief Information Officer. His first steps as a leader in a publicly listed company were colorful.
A year before Elop arrived, shares were sold out immediately after a share issue, and the share price had tripled. Things had already overheated too much, and finally debt and the new chicken counters which had appeared in grocery stores forced Boston Chicken to apply for protection from creditors under the US bankruptcy laws.
Before the bankruptcy, there were 18, employees and 1, restaurants. The euphoria had taken the company to the wrong side of the law. The lower level managers jumped from the sinking ship.
At that time, Nokia had unveiled its first Communicator, and was bringing the second version to market. Boston Chicken is known nowadays by the name Boston Market, and was, from the time of the bankruptcy till, under the ownership of McDonalds.
The chain had profiled itself with the Boston marathon. There one can eat three whole chickens, two potato pies, eight pieces of cornbread, six side dishes and two desserts in under an hour without help.
The train continued onward. It was the year The persistent, smart, and fast-moving engineer went to work in California and moved upward in the San Francisco software company, Macromedia, via the IT and sales departments to become CEO.
Macromedia had given the world the web page design program Dreamweaver, as well as Flash, a multimedia technology which brought graphics and animations to web pages.
There, Elop really started collecting the experience, which he used to charm during the Nokia times. The internet bubble had just burst. The bottom dropped out of the markets, and new competitors were threatening to take away their livelihood.
Newspapers rattled on about how Macromedia was headed for disaster. Elop took focusing as his dictate. The change was huge, but afterward, Macromedia made a bigger profit than at any point before the bubble burst.
During that time, Nokia was wrestling with cameras and Symbian. Both were announced in The first 3G phone was announced the same year, and the clamshell model in At Macromedia, Elop was instilled with a belief in big changes and a stubborn focus on a chosen strategy.
The seed had been planted. Change was possible even in difficult conditions, when the correct products are chosen, and when one can see which direction the world is heading, was his reasoning.
The association is easy to make: Windows Phone became his new Flash. In, there was a merger ahead. Macromedia was bought by another American software company, Adobe, which we know from, among other things, the PDF document editing program Acrobat, and the professional photo editing software, PhotoShop.
The merger was difficult. Seeing through the deal would take seven months because of antitrust officials. What would happen to them? What about the products? Elop built from this a second leadership philosophy: Everyone supports everyone else, no one is more important than anyone else.
Arms linked, everyone together. Macromedia had the best financial results during that seven months than it previously had during its entire history. After pushing through to the end with the merger, Elop continued with Adobe with the title WWFO, world wide field officer.
He was responsible for sales, country-specific marketing, partnering and customer service. His last work day at Adobe fell exactly one year from the time he had started at the company.
If his term had lasted less than a year, he would have not gotten the extras. Elop was clearly swimming in money. Next stop would be Microsoft. But first to Juniper.
They manufacture network equipment, meaning hardware. Aside from software, Elop gained experience with hardware in this way. Even if Elop was not the CEO, on the headhunter lists he was already one of the absolute elite at this stage, and could definitely get a job in the senior management of any major IT company.
The jump over to hardware manufacturing added to his value, even if there were no great achievements made during his year at Juniper. During this period, Nokia was at the top of its game.
Its market share had surpassed 40 percent for the first time. Elop won the jackpot on the eve of Thanksgiving in They talked about information technology, the change brought in by mobile phones, cloud services and Google.
Elop sensed that Ballmer was interested in him, if there was a suitable position open. There might just be one opening up, so they met again after a few months. There were also other Microsoft leaders along, including Bill Gates.
The family still lived in Hamilton. They all sat around the fireplace in the room downstairs. They talked the whole afternoon into evening. Nancy Elop was especially pleased with the visit. She was able to ask Ballmer what kinds of schools they have there in Redmond, Washington.
A few days later, Ballmer called and asked Elop to come to work. Elop was stuck in a difficult quandary. He was supposed to start as the CEO of Juniper. There was already a briefing prepared about the nomination.
Elop described the decision as the most difficult one he had made in his life up till that point. Even if Elop was totally unknown in Finland when he was appointed at Nokia, in North America he had become a star.
It is the Office software, which belonged to the Business Division. Windows brought in 27 percent of the sales, the Business Division 31 percent. It was estimated that there were half a billion users at the time.
However, Microsoft faced a challenge with the Office suite of software that includes Word, Excel, PowerPoint, and a few other programs. Google had started to offer the same services over the internet for free.
So users could make texts, spreadsheets, and slide presentations without paying for software. The documents were also saved there. Elop started to work on a solution for this problem.
He had a move to Redmond ahead of him, this time a real move. The Silicon Valley Elop had commuted from Hamilton by plane. The family had grown to 7 over the years.
Having children was an adventure, and required a lot of persistence. The countries were in agreement on one thing: The Elops pushed, persuaded, and negotiated.
They did some hard work, until eight months later, the heavens opened up. The papers were in their hands and the Elops had gotten what they wanted: The wish came true a few weeks later, when the Chinese officials let them and their nine-month old bundle out of the country.
The difficulties continued, however: The child needed a citizenship. Canada had a policy of not giving citizenship if the child lived outside the country. The combination was too much for the bureaucrats.
Finally, the Canadian prime minister decided otherwise. Courtney, who at the time of writing this in was 18, and her big brother, 22, got triplet sisters for company, who are now Each of the triplets got to have her own birthday party.
Once they had a birthday party on the morning of the closest Saturday, another in the evening, and the third was on Sunday morning. Everyone invited their own friends, even if all the friends were the same.
Despite all the commuting, Elop had bought a fabulous house in Silicon Valley. Its subsequent sale became a scandal when he started at Microsoft. Elop received help with moving expenses, travels, shipping his belongings, in getting a temporary apartment, and in what he had to pay himself.
House prices in California had plummeted, but Elop was allowed to recover his losses. Microsoft shareholders were furious, and the company finally had to change its policies in supporting its leaders.
The house had, among other things, a tennis court and a wine cellar. During that period, Nokia built its first touchscreen phone aimed at the mass market, the Nokia Xpress Music, which went into sales at the end of The challenge was formidable.
It was believed that Microsoft was doomed. How could a dinosaur from the past compete with an agile player in internet technologies? Only a few years passed by, and the arrangement had been turned on its head.
Elop had built up free versions of Office, which were funded by advertisements. They had more limited functionality and could be used over the internet, but together with the commercial version, the experience was better than with Google Docs.
This direct response to Google had demanded massive changes in Microsoft. He overtook Google without dropping the commercial version, and as a result made Microsoft a leader in cloud services.
What kind of man did Nokia choose then? Everyone knew that a huge visionary like Steve Jobs would not come. My tread scares the wood-drake and wood-duck on my distant and day-long ramble, They rise together, they slowly circle around.
I believe in those wing'd purposes, And acknowledge red, yellow, white, playing within me, And consider green and violet and the tufted crown intentional, And do not call the tortoise unworthy because she is not something else, And the in the woods never studied the gamut, yet trills pretty well to me, And the look of the bay mare shames silliness out of me.
The sharp-hoof'd moose of the north, the cat on the house-sill, the chickadee, the prairie-dog, The litter of the grunting sow as they tug at her teats, The brood of the turkey-hen and she with her half-spread wings, I see in them and myself the same old law.
The press of my foot to the earth springs a hundred affections, They scorn the best I can do to relate them. I am enamour'd of growing out-doors, Of men that live among cattle or taste of the ocean or woods, Of the builders and steerers of ships and the wielders of axes and mauls, and the drivers of horses, I can eat and sleep with them week in and week out.
What is commonest, cheapest, nearest, easiest, is Me, Me going in for my chances, spending for vast returns, Adorning myself to bestow myself on the first that will take me, Not asking the sky to come down to my good will, Scattering it freely forever.
The drover watching his drove sings out to them that would stray, The pedler sweats with his pack on his back, the purchaser higgling about the odd cent; The bride unrumples her white dress, the minute-hand of the clock moves slowly, The opium-eater reclines with rigid head and just-open'd lips, The prostitute draggles her shawl, her bonnet bobs on her tipsy and pimpled neck, The crowd laugh at her blackguard oaths, the men jeer and wink to each other, Miserable!
I do not laugh at your oaths nor jeer you; The President holding a cabinet council is surrounded by the great Secretaries, On the piazza walk three matrons stately and friendly with twined arms, The crew of the fish-smack pack repeated layers of halibut in the hold, The Missourian crosses the plains toting his wares and his cattle, As the fare-collector goes through the train he gives notice by the jingling of loose change, The floor-men are laying the floor, the tinners are tinning the roof, the masons are calling for mortar, In single file each shouldering his hod pass onward the laborers; Seasons pursuing each other the indescribable crowd is gather'd, it is the fourth of Seventh-month, what salutes of cannon and small arms!
I resist any thing better than my own diversity, Breathe the air but leave plenty after me, And am not stuck up, and am in my place. The moth and the fish-eggs are in their place, The bright suns I see and the dark suns I cannot see are in their place, The palpable is in its place and the impalpable is in its place.
This is the grass that grows wherever the land is and the water is, This the common air that bathes the globe. Have you heard that it was good to gain the day? I also say it is good to fall, battles are lost in the same spirit in which they are won.
I beat and pound for the dead, I blow through my embouchures my loudest and gayest for them. Vivas to those who have fail'd! And to those whose war-vessels sank in the sea! And to those themselves who sank in the sea!
And to all generals that lost engagements, and all overcome heroes! And the numberless unknown heroes equal to the greatest heroes known! This is the press of a bashful hand, this the float and odor of hair, This the touch of my lips to yours, this the murmur of yearning, This the far-off depth and height reflecting my own face, This the thoughtful merge of myself, and the outlet again.
Do you guess I have some intricate purpose? Well I have, for the Fourth-month showers have, and the mica on the side of a rock has. Do you take it I would astonish?
Does the daylight astonish? Do I astonish more than they? This hour I tell things in confidence, I might not tell everybody, but I will tell you. What is a man anyhow? All I mark as my own you shall offset it with your own, Else it were time lost listening to me.
I do not snivel that snivel the world over, That months are vacuums and the ground but wallow and filth. Whimpering and truckling fold with powders for invalids, conformity goes to the fourth-remov'd, I wear my hat as I please indoors or out.
Why should I pray? Having pried through the strata, analyzed to a hair, counsel'd with doctors and calculated close, I find no sweeter fat than sticks to my own bones.
In all people I see myself, none more and not one a barley-corn less, And the good or bad I say of myself I say of them. I know I am solid and sound, To me the converging objects of the universe perpetually flow, All are written to me, and I must get what the writing means.
I know I am deathless, I know this orbit of mine cannot be swept by a carpenter's compass, I know I shall not pass like a child's carlacue cut with a burnt stick at night.
I know I am august, I do not trouble my spirit to vindicate itself or be understood, I see that the elementary laws never apologize, I reckon I behave no prouder than the level I plant my house by, after all.
I exist as I am, that is enough, If no other in the world be aware I sit content, And if each and all be aware I sit content. One world is aware and by far the largest to me, and that is myself, And whether I come to my own to-day or in ten thousand or ten million years, I can cheerfully take it now, or with equal cheerfulness I can wait.
My foothold is tenon'd and mortis'd in granite, I laugh at what you call dissolution, And I know the amplitude of time. I am the poet of the woman the same as the man, And I say it is as great to be a woman as to be a man, And I say there is nothing greater than the mother of men.
I chant the chant of dilation or pride, We have had ducking and deprecating about enough, I show that size is only development. Have you outstript the rest? It is a trifle, they will more than arrive there every one, and still pass on.
I am he that walks with the tender and growing night, I call to the earth and sea half-held by the night. Press close bare-bosom'd night--press close magnetic nourishing night! Night of south winds--night of the large few stars!
Still nodding night--mad naked summer night. Smile O voluptuous cool-breath'd earth! Earth of the slumbering and liquid trees! Earth of departed sunset--earth of the mountains misty-topt! Earth of the vitreous pour of the full moon just tinged with blue!
Earth of shine and dark mottling the tide of the river! Earth of the limpid gray of clouds brighter and clearer for my sake! Far-swooping elbow'd earth--rich apple-blossom'd earth!
Smile, for your lover comes. Prodigal, you have given me love--therefore I to you give love! O unspeakable passionate love. I resign myself to you also--I guess what you mean, I behold from the beach your crooked fingers, I believe you refuse to go back without feeling of me, We must have a turn together, I undress, hurry me out of sight of the land, Cushion me soft, rock me in billowy drowse, Dash me with amorous wet, I can repay you.
Sea of stretch'd ground-swells, Sea breathing broad and convulsive breaths, Sea of the brine of life and of unshovell'd yet always-ready graves, Howler and scooper of storms, capricious and dainty sea, I am integral with you, I too am of one phase and of all phases.
Partaker of influx and efflux I, extoller of hate and conciliation, Extoller of amies and those that sleep in each others' arms. I am he attesting sympathy, Shall I make my list of things in the house and skip the house that supports them?
I am not the poet of goodness only, I do not decline to be the poet of wickedness also. What blurt is this about virtue and about vice? Evil propels me and reform of evil propels me, I stand indifferent, My gait is no fault-finder's or rejecter's gait, I moisten the roots of all that has grown.
Did you fear some scrofula out of the unflagging pregnancy? Did you guess the celestial laws are yet to be work'd over and rectified? I find one side a balance and the antipedal side a balance, Soft doctrine as steady help as stable doctrine, Thoughts and deeds of the present our rouse and early start.
This minute that comes to me over the past decillions, There is no better than it and now. What behaved well in the past or behaves well to-day is not such wonder, The wonder is always and always how there can be a mean man or an infidel.
And mine a word of the modern, the word En-Masse. A word of the faith that never balks, Here or henceforward it is all the same to me, I accept Time absolutely. It alone is without flaw, it alone rounds and completes all, That mystic baffling wonder alone completes all.
I accept Reality and dare not question it, Materialism first and last imbuing. Hurrah for positive science! Fetch stonecrop mixt with cedar and branches of lilac, This is the lexicographer, this the chemist, this made a grammar of the old cartouches, These mariners put the ship through dangerous unknown seas.
This is the geologist, this works with the scalper, and this is a mathematician. Gentlemen, to you the first honors always! Your facts are useful, and yet they are not my dwelling, I but enter by them to an area of my dwelling.
Less the reminders of properties told my words, And more the reminders they of life untold, and of freedom and extrication, And make short account of neuters and geldings, and favor men and women fully equipt, And beat the gong of revolt, and stop with fugitives and them that plot and conspire.
Unscrew the locks from the doors! Unscrew the doors themselves from their jambs! Whoever degrades another degrades me, And whatever is done or said returns at last to me. Through me the afflatus surging and surging, through me the current and index.
I speak the pass-word primeval, I give the sign of democracy, By God! I will accept nothing which all cannot have their counterpart of on the same terms. Through me many long dumb voices, Voices of the interminable generations of prisoners and slaves, Voices of the diseas'd and despairing and of thieves and dwarfs, Voices of cycles of preparation and accretion, And of the threads that connect the stars, and of wombs and of the father-stuff, And of the rights of them the others are down upon, Of the deform'd, trivial, flat, foolish, despised, Fog in the air, beetles rolling balls of dung.
Through me forbidden voices, Voices of sexes and lusts, voices veil'd and I remove the veil, Voices indecent by me clarified and transfigur'd. I do not press my fingers across my mouth, I keep as delicate around the bowels as around the head and heart, Copulation is no more rank to me than death is.
I believe in the flesh and the appetites, Seeing, hearing, feeling, are miracles, and each part and tag of me is a miracle. Divine am I inside and out, and I make holy whatever I touch or am touch'd from, The scent of these arm-pits aroma finer than prayer, This head more than churches, bibles, and all the creeds.
If I worship one thing more than another it shall be the spread of my own body, or any part of it, Translucent mould of me it shall be you! Shaded ledges and rests it shall be you!
Firm masculine colter it shall be you! Whatever goes to the tilth of me it shall be you! You my rich blood! Breast that presses against other breasts it shall be you! My brain it shall be your occult convolutions!
Root of wash'd sweet-flag! Mix'd tussled hay of head, beard, brawn, it shall be you! Trickling sap of maple, fibre of manly wheat, it shall be you! Sun so generous it shall be you! Vapors lighting and shading my face it shall be you!
You sweaty brooks and dews it shall be you! Winds whose soft-tickling genitals rub against me it shall be you! Broad muscular fields, branches of live oak, loving lounger in my winding paths, it shall be you!
Hands I have taken, face I have kiss'd, mortal I have ever touch'd, it shall be you. I dote on myself, there is that lot of me and all so luscious, Each moment and whatever happens thrills me with joy, I cannot tell how my ankles bend, nor whence the cause of my faintest wish, Nor the cause of the friendship I emit, nor the cause of the friendship I take again.
That I walk up my stoop, I pause to consider if it really be, A morning-glory at my window satisfies me more than the metaphysics of books. To behold the day-break! The little light fades the immense and diaphanous shadows, The air tastes good to my palate.
Hefts of the moving world at innocent gambols silently rising freshly exuding, Scooting obliquely high and low. Something I cannot see puts upward libidinous prongs, Seas of bright juice suffuse heaven.
The earth by the sky staid with, the daily close of their junction, The heav'd challenge from the east that moment over my head, The mocking taunt, See then whether you shall be master! We also ascend dazzling and tremendous as the sun, We found our own O my soul in the calm and cool of the daybreak.
My voice goes after what my eyes cannot reach, With the twirl of my tongue I encompass worlds and volumes of worlds. Speech is the twin of my vision, it is unequal to measure itself, It provokes me forever, it says sarcastically, Walt you contain enough, why don't you let it out then?
Come now I will not be tantalized, you conceive too much of articulation, Do you not know O speech how the buds beneath you are folded? Waiting in gloom, protected by frost, The dirt receding before my prophetical screams, I underlying causes to balance them at last, My knowledge my live parts, it keeping tally with the meaning of all things, Happiness, which whoever hears me let him or her set out in search of this day.
My final merit I refuse you, I refuse putting from me what I really am, Encompass worlds, but never try to encompass me, I crowd your sleekest and best by simply looking toward you.
Writing and talk do not prove me, I carry the plenum of proof and every thing else in my face, With the hush of my lips I wholly confound the skeptic. I hear bravuras of birds, bustle of growing wheat, gossip of flames, clack of sticks cooking my meals, I hear the sound I love, the sound of the human voice, I hear all sounds running together, combined, fused or following, Sounds of the city and sounds out of the city, sounds of the day and night, Talkative young ones to those that like them, the loud laugh of work-people at their meals, The angry base of disjointed friendship, the faint tones of the sick, The judge with hands tight to the desk, his pallid lips pronouncing a death-sentence, The heave'e'yo of stevedores unlading ships by the wharves, the refrain of the anchor-lifters, The ring of alarm-bells, the cry of fire, the whirr of swift-streaking engines and hose-carts with premonitory tinkles and color'd lights, The steam-whistle, the solid roll of the train of approaching cars, The slow march play'd at the head of the association marching two and two, They go to guard some corpse, the flag-tops are draped with black muslin.
I hear the violoncello, 'tis the young man's heart's complaint, I hear the key'd cornet, it glides quickly in through my ears, It shakes mad-sweet pangs through my belly and breast. I hear the chorus, it is a grand opera, Ah this indeed is music--this suits me.
A tenor large and fresh as the creation fills me, The orbic flex of his mouth is pouring and filling me full. I hear the train'd soprano what work with hers is this?
The orchestra whirls me wider than Uranus flies, It wrenches such ardors from me I did not know I possess'd them, It sails me, I dab with bare feet, they are lick'd by the indolent waves, I am cut by bitter and angry hail, I lose my breath, Steep'd amid honey'd morphine, my windpipe throttled in fakes of death, At length let up again to feel the puzzle of puzzles, And that we call Being.
Round and round we go, all of us, and ever come back thither, If nothing lay more develop'd the quahaug in its callous shell were enough. Mine is no callous shell, I have instant conductors all over me whether I pass or stop, They seize every object and lead it harmlessly through me.
I merely stir, press, feel with my fingers, and am happy, To touch my person to some one else's is about as much as I can stand. The sentries desert every other part of me, They have left me helpless to a red marauder, They all come to the headland to witness and assist against me.
I am given up by traitors, I talk wildly, I have lost my wits, I and nobody else am the greatest traitor, I went myself first to the headland, my own hands carried me there.
Did it make you ache so, leaving me? Parting track'd by arriving, perpetual payment of perpetual loan, Rich showering rain, and recompense richer afterward. Sprouts take and accumulate, stand by the curb prolific and vital, Landscapes projected masculine, full-sized and golden.
Logic and sermons never convince, The damp of the night drives deeper into my soul. Only what proves itself to every man and woman is so, Only what nobody denies is so. A minute and a drop of me settle my brain, I believe the soggy clods shall become lovers and lamps, And a compend of compends is the meat of a man or woman, And a summit and flower there is the feeling they have for each other, And they are to branch boundlessly out of that lesson until it becomes omnific, And until one and all shall delight us, and we them.
I find I incorporate gneiss, coal, long-threaded moss, fruits, grains, esculent roots, And am stucco'd with quadrupeds and birds all over, And have distanced what is behind me for good reasons, But call any thing back again when I desire it.
In vain the speeding or shyness, In vain the plutonic rocks send their old heat against my approach, In vain the mastodon retreats beneath its own powder'd bones, In vain objects stand leagues off and assume manifold shapes, In vain the ocean settling in hollows and the great monsters lying low, In vain the buzzard houses herself with the sky, In vain the snake slides through the creepers and logs, In vain the elk takes to the inner passes of the woods, In vain the razor-bill'd auk sails far north to Labrador, I follow quickly, I ascend to the nest in the fissure of the cliff.
They do not sweat and whine about their condition, They do not lie awake in the dark and weep for their sins, They do not make me sick discussing their duty to God, Not one is dissatisfied, not one is demented with the mania of owning things, Not one kneels to another, nor to his kind that lived thousands of years ago, Not one is respectable or unhappy over the whole earth.
So they show their relations to me and I accept them, They bring me tokens of myself, they evince them plainly in their possession. I wonder where they get those tokens, Did I pass that way huge times ago and negligently drop them?
Myself moving forward then and now and forever, Gathering and showing more always and with velocity, Infinite and omnigenous, and the like of these among them, Not too exclusive toward the reachers of my remembrancers, Picking out here one that I love, and now go with him on brotherly terms.
A gigantic beauty of a stallion, fresh and responsive to my caresses, Head high in the forehead, wide between the ears, Limbs glossy and supple, tail dusting the ground, Eyes full of sparkling wickedness, ears finely cut, flexibly moving.
His nostrils dilate as my heels embrace him, His well-built limbs tremble with pleasure as we race around and return. I but use you a minute, then I resign you, stallion, Why do I need your paces when I myself out-gallop them?
Even as I stand or sit passing faster than you. My ties and ballasts leave me, my elbows rest in sea-gaps, I skirt sierras, my palms cover continents, I am afoot with my vision. I visit the orchards of spheres and look at the product, And look at quintillions ripen'd and look at quintillions green.
I fly those flights of a fluid and swallowing soul, My course runs below the soundings of plummets. I help myself to material and immaterial, No guard can shut me off, no law prevent me.
I anchor my ship for a little while only, My messengers continually cruise away or bring their returns to me. I go hunting polar furs and the seal, leaping chasms with a pike-pointed staff, clinging to topples of brittle and blue.
I ascend to the foretruck, I take my place late at night in the crow's-nest, We sail the arctic sea, it is plenty light enough, Through the clear atmosphere I stretch around on the wonderful beauty, The enormous masses of ice pass me and I pass them, the scenery is plain in all directions, The white-topt mountains show in the distance, I fling out my fancies toward them, We are approaching some great battle-field in which we are soon to be engaged, We pass the colossal outposts of the encampment, we pass with still feet and caution, Or we are entering by the suburbs some vast and ruin'd city, The blocks and fallen architecture more than all the living cities of the globe.
I am a free companion, I bivouac by invading watchfires, I turn the bridgroom out of bed and stay with the bride myself, I tighten her all night to my thighs and lips. My voice is the wife's voice, the screech by the rail of the stairs, They fetch my man's body up dripping and drown'd.
I understand the large hearts of heroes, The courage of present times and all times, How the skipper saw the crowded and rudderless wreck of the steamship, and Death chasing it up and down the storm, How he knuckled tight and gave not back an inch, and was faithful of days and faithful of nights, And chalk'd in large letters on a board, Be of good cheer, we will not desert you; How he follow'd with them and tack'd with them three days and would not give it up, How he saved the drifting company at last, How the lank loose-gown'd women look'd when boated from the side of their prepared graves, How the silent old-faced infants and the lifted sick, and the sharp-lipp'd unshaved men; All this I swallow, it tastes good, I like it well, it becomes mine, I am the man, I suffer'd, I was there.
The disdain and calmness of martyrs, The mother of old, condemn'd for a witch, burnt with dry wood, her children gazing on, The hounded slave that flags in the race, leans by the fence, blowing, cover'd with sweat, The twinges that sting like needles his legs and neck, the murderous buckshot and the bullets, All these I feel or am.
I am the hounded slave, I wince at the bite of the dogs, Hell and despair are upon me, crack and again crack the marksmen, I clutch the rails of the fence, my gore dribs, thinn'd with the ooze of my skin, I fall on the weeds and stones, The riders spur their unwilling horses, haul close, Taunt my dizzy ears and beat me violently over the head with whip-stocks.
Agonies are one of my changes of garments, I do not ask the wounded person how he feels, I myself become the wounded person, My hurts turn livid upon me as I lean on a cane and observe.
I am the mash'd fireman with breast-bone broken, Tumbling walls buried me in their debris, Heat and smoke I inspired, I heard the yelling shouts of my comrades, I heard the distant click of their picks and shovels, They have clear'd the beams away, they tenderly lift me forth.
I lie in the night air in my red shirt, the pervading hush is for my sake, Painless after all I lie exhausted but not so unhappy, White and beautiful are the faces around me, the heads are bared of their fire-caps, The kneeling crowd fades with the light of the torches.
Distant and dead resuscitate, They show as the dial or move as the hands of me, I am the clock myself. I am an old artillerist, I tell of my fort's bombardment, I am there again.
Again the long roll of the drummers, Again the attacking cannon, mortars, Again to my listening ears the cannon responsive. I take part, I see and hear the whole, The cries, curses, roar, the plaudits for well-aim'd shots, The ambulanza slowly passing trailing its red drip, Workmen searching after damages, making indispensable repairs, The fall of grenades through the rent roof, the fan-shaped explosion, The whizz of limbs, heads, stone, wood, iron, high in the air.
Again gurgles the mouth of my dying general, he furiously waves with his hand, He gasps through the clot Mind not me--mind--the entrenchments. Retreating they had form'd in a hollow square with their baggage for breastworks, Nine hundred lives out of the surrounding enemies, nine times their number, was the price they took in advance, Their colonel was wounded and their ammunition gone, They treated for an honorable capitulation, receiv'd writing and seal, gave up their arms and march'd back prisoners of war.
They were the glory of the race of rangers, Matchless with horse, rifle, song, supper, courtship, Large, turbulent, generous, handsome, proud, and affectionate, Bearded, sunburnt, drest in the free costume of hunters, Not a single one over thirty years of age.
The second First-day morning they were brought out in squads and massacred, it was beautiful early summer, The work commenced about five o'clock and was over by eight.
None obey'd the command to kneel, Some made a mad and helpless rush, some stood stark and straight, A few fell at once, shot in the temple or heart, the living and dead lay together, The maim'd and mangled dug in the dirt, the new-comers saw them there, Some half-kill'd attempted to crawl away, These were despatch'd with bayonets or batter'd with the blunts of muskets, A youth not seventeen years old seiz'd his assassin till two more came to release him, The three were all torn and cover'd with the boy's blood.
At eleven o'clock began the burning of the bodies; That is the tale of the murder of the four hundred and twelve young men. Would you learn who won by the light of the moon and stars?
List to the yarn, as my grandmother's father the sailor told it to me. Our foe was no sulk in his ship I tell you, said he, His was the surly English pluck, and there is no tougher or truer, and never was, and never will be; Along the lower'd eve he came horribly raking us.
We closed with him, the yards entangled, the cannon touch'd, My captain lash'd fast with his own hands. We had receiv'd some eighteen pound shots under the water, On our lower-gun-deck two large pieces had burst at the first fire, killing all around and blowing up overhead.
Fighting at sun-down, fighting at dark, Ten o'clock at night, the full moon well up, our leaks on the gain, and five feet of water reported, The master-at-arms loosing the prisoners confined in the after-hold to give them a chance for themselves.
The transit to and from the magazine is now stopt by the sentinels, They see so many strange faces they do not know whom to trust. Our frigate takes fire, The other asks if we demand quarter? If our colors are struck and the fighting done?
Now I laugh content, for I hear the voice of my little captain, We have not struck, he composedly cries, we have just begun our part of the fighting. Only three guns are in use, One is directed by the captain himself against the enemy's main-mast, Two well serv'd with grape and canister silence his musketry and clear his decks.
The tops alone second the fire of this little battery, especially the main-top, They hold out bravely during the whole of the action. Not a moment's cease, The leaks gain fast on the pumps, the fire eats toward the powder-magazine.
One of the pumps has been shot away, it is generally thought we are sinking. Serene stands the little captain, He is not hurried, his voice is neither high nor low, His eyes give more light to us than our battle-lanterns.
Toward twelve there in the beams of the moon they surrender to us. In at the conquer'd doors they crowd! Embody all presences outlaw'd or suffering, See myself in prison shaped like another man, And feel the dull unintermitted pain.
For me the keepers of convicts shoulder their carbines and keep watch, It is I let out in the morning and barr'd at night. Not a mutineer walks handcuff'd to jail but I am handcuff'd to him and walk by his side, I am less the jolly one there, and more the silent one with sweat on my twitching lips.
Not a youngster is taken for larceny but I go up too, and am tried and sentenced. Not a cholera patient lies at the last gasp but I also lie at the last gasp, My face is ash-color'd, my sinews gnarl, away from me people retreat.
Askers embody themselves in me and I am embodied in them, I project my hat, sit shame-faced, and beg. Somehow I have been stunn'd. Give me a little time beyond my cuff'd head, slumbers, dreams, gaping, I discover myself on the verge of a usual mistake.
That I could forget the mockers and insults! That I could forget the trickling tears and the blows of the bludgeons and hammers! That I could look with a separate look on my own crucifixion and bloody crowning.
I remember now, I resume the overstaid fraction, The grave of rock multiplies what has been confided to it, or to any graves, Corpses rise, gashes heal, fastenings roll from me.
I troop forth replenish'd with supreme power, one of an average unending procession, Inland and sea-coast we go, and pass all boundary lines, Our swift ordinances on their way over the whole earth, The blossoms we wear in our hats the growth of thousands of years.
Eleves, I salute you! Continue your annotations, continue your questionings.
Coments:
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