Nokia has created this for themselves. For many years they have been developing the state of art software delivery and life-cycle management system just to realise that they’re unable to innovate quickly enough and switch from building best phones with best software on them to building ecosystems around their platform.
The game has changed shortly after multi-layered management system has been put in place and the system couldn’t simply cope with the radical nature of the required change to stay in the game. As a result many jobs will be lost, lots of potential and unbelievable amount of good work invested is simply going to go.
The business had been working too hard on building predictability into primarly innovative and unpredictable nature of developing innovative products. The traditional management line of thinking is that if you create sustainable business that’s it, you’ve “nailed it”. Innovation cannot be taught in a scientific way, exactly planned for, and is very hard to manage. Simply put: innovation is very hard to control.
Turns out that the ability to respond to tectonic changes on the market in an agile seems to have been lost at Nokia. As long as assumptions as of what mobile platform and mobile software ought to be were held by the market leader that market leader could have been the leader of the market forever. But that was about to change for Nokia because it always changes by a game changer, potentially just around every corner.