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And as you are all surely aware, a man cannot be executed more than twice for committing the same crime. Thus, Iolo cannot be convicted for the crime of being Iolo. But that makes no sense.

Shut up, you're dead, and zombies have no civil rights. Ohhhhhh, I'm starting to get it, this is retarded. Glad to see someone is catching on. This is done repeatedly in The Colbert Report.

One of the most absurd examples is the Da Colbert Code, where Stephen Colbert makes predictions using free association, starting with actors' names and titles of movies.

Which in produced correct Oscar picks, including controversial surprise winner Crash. Da Colbert Code actually spat out the right answer twice in a row when he didn't like the answer and tried again, until he finally blatantly picked the one he "wanted" to win.

He also used the Da Colbert Code to predict the outcome of the election through free-associations intended to link to John McCain but kept coming up with Barack Obama, much to his dismay.

Flip the M upside down, drop the A, and add the " silent latin H " on the end, and you get Wbush, or W. Which is clearly what Nostradamus meant when he called the guy Mabus.

And now there's also the little problem of both being dead A documentary about Nostradamus on The History Channel used similar logic, combining the last two letters of Osama's first name, with the first three letters of Bush's surname, to "prove" that Bush and Bin Laden were both Mabus.

In the War on Porn episode anti porn crusader Gail Dines is hell bent on eliminating all forms of adult entertainment altogether, citing it as torture on women, violent and a gateway drug to pedophilia.

She became upset when asked about evidence and studies because, by her own admission, there were none. Played for laughs when interviewing the main "The LHC will kill us all! I don't think that's how probability works.

Whenever you've seen Batman, who's he with? Look in the old newspapers. Every picture of Batman shows him with thugs, and with thieves, hob-nobbing with crooks Whereas my pictures always show me surrounded by whom?

Who made Batman and Robin famous crime-fighters? If you want to honor their memories, stay crooked! It's the least you can do for them! I guess you're right. Kelso needs a new vehicle for Brooke and their soon-to-be-born child after his van is destroyed.

The two-seater mini-convertible is frickin' sweet, always a good thing in a vehicle. Babies are tiny, the mini-convertible is tiny, therefore the mini-convertible is better for the baby than a sedan or van.

You cannot steer a canoe on land tied to a car or sliding down a mountain. You can use a paddle to steer a canoe. It does not matter if you are on land, because you can steer a canoe with a paddle, duh.

That doesn't sound right, but I don't know enough about stars to dispute it. What if I told you there is an impostor in Paris who can look like anyone? You've been reading that book of fairy tales, haven't you?

The Master of Changing Light? I mean, I tried it myself, and if the King of France can't bend his appearance to the force of his will, I ask you, who can? But it seemed to me that if humanoids eat chicken then obviously they'd eat their own species; otherwise they'd just be picking on the chickens.

We'd like to thank Britain's pensioners for helping to win the War. Well, no, you see, it was the young people who fought in the War. The pensioners were too old, and they've done nothing but moan about it since.

That plant's plastic you know. Yeah well there's no water in this! Nobody ever gets shot, cause everybody have a gun. Reckless discharge of a gun, that's what the officer's a-claimin' Bubba hollered, "Reckless, hell, I hit just where I was aimin'!

Calvin from Calvin and Hobbes loves this type of logic. When he's doing a report on bats, he classifies them as bugs because they fly, they're ugly, and they're hairy. He also says he'll get an A on his paper because he's using a "professional" clear plastic binder.

Calvin also protests going to school because if ignorance is bliss, then his education is a violation of his right to the pursuit of happiness. He puts on a patriotic, American Revolution-esque shtick, and when his teachers chase him as he tries to leave the classroom, he calls them "monarchists.

In one strip, after Roger spends part of his and Andy's bank account to buy a very expensive driver without her permission, he tries to convince his understandably furious wife that it can actually help them save money.

And only succeeds in making her angrier. It has an extra-large sweet spot that can help correct my slice. You know, you could just stop playing!! Reading increases my knowledge, and knowledge is power.

Yeah, that's what the librarians want you to think. I'm much smarter than you because scientists have invented many things. But those are other scientists, not you.

Apparently you don't understand how science works. That idea won't work. I know because I've read many reports about ideas that didn't work. You haven't even looked at my idea.

Oh, I get it; you're one of those religious nuts. The great thing about absurd logic is that it works in almost any situation. A judge recently described a hockey stick as a "dangerous weapon", do you agree?

In all my years of playing baseball, I have never once been hit by a hockey stick! Seminole Sam's hair tonic growed hair on me! Why you so worried about that watermelon? Seminole Sam listening to the melon: Worse than I thought!

The melon has no pulse! Samoa Joe walked out on Crimson during a tag team match in TNA because Crimson was on an undefeated streak and Joe never needed help during his undefeated streak. John "Bradshaw" Layfield 's rants on supporting the heels have this, one example saying that Daniel Bryan had the nerve to reject the The Wyatt Family even though they kidnapped him to force him to join.

He also says that The Authority 's abuse of power was "helping" wrestlers and "best for business". Michael Cole was doing this after Layfield's departure to wrestle again and before Layfield's return to the announce table from His demented justifications for the behavior of many heels, especially former General Manager John Laurinaitis, angered many fans, as well as other members of the commentary team.

Proof that the people are turning on Gargano, proof that Callihan is better than him! In my country we have a seldom-used saying, "When the swine lubricates the automobile, you wind up with a greased pig".

Well you eat a Doozer tower, And it's as pretty as a flower, And a flower's what you pick up in a field, But the field can have a hole, And you can fall in while you stroll, And then a Gorg can come along to find a meal, And he can pack you in a sack, And you can try to scramble back, But you'll never, ever, ever get free, 'Cause every time you eat a tower you'll be shut up for eternity!

The Goon Show based a huge portion of its humor around this kind of logic. One of the best known examples is the exchange between Eccles and Bluebottle that is usually referred to by its first line, " What time is it, Eccles?

I'm Sorry I Haven't a Clue uses a lot of this logic, either taking it seriously of course Mornington Crescent is a real, rational game with a long and detailed history or as one-off gags and quick silliness.

Graeme, why are cashew nuts never sold in their shells? Ah, that's because cashews are actually monkey kidneys. And monkey kidneys don't come in shells, they come in monkeys.

That would bulk out the packaging too much. Bill Cosby has a famous routine about him being rudely awakened by his wife, and his daughter asking him if she can have cake for breakfast. He decides it must be healthy because it has eggs, wheat, and milk in it, and says yes.

His wife then comes down, sees what the kids are eating, "has a conniption" , and then sends him back to the bedroom They are outsiders from the realm of chaos, are Always Chaotic Neutral or Chaotic Evil in 4th edition, and who have a mechanically-enforced Our Monsters Are Weird creature-generation system.

They also look like giant anthropomorphic frogs. And this is ignoring the very big potential for Player Character Chaotic Stupid tendency. This is part of the appeal of Warhammer 40, 's Orks.

Imperial scholars theorize that somewhere in the distant past a Mekboy built two superficially identical vehicles, one of which was painted red. Due to an immeasurable internal difference, the red vehicle went faster, so the Orks decided it was due to the color scheme, a belief they've stuck with ever since.

Since the Orks are unconsciously, latently psychic, this means that any vehicle painted red goes faster because they expect it to. Paint is not that expensive to not paint every vehicle in your army in desired color if it makes any difference.

Orks on military strategy: If we lose, it's because ya didn't follow da plan. If ya hits it, den it must be one o' theirs. If we win we win, if we die we die fightin' so it don't count as beat. If we runs for it we don't die neither, so we can always come back for anuvver go, see!

So if dey lose, den dey weren't really Orks! Dese gits just made da classic blunda: Now we'z can stomp dem fasta, haha! The Warboss decided to kill his past self so he'd have two copies of his favorite gun.

The resulting confusion stopped the invasion in its tracks. Because you've never seen a purple army, have you? This can apply to the Players themselves. A swarm of infantry bodies in any other army would be a suicide tactic or at least be a handicap in the case of the imperial guard.

For the Orks, it's the only tactic! This actually works because the Orks roll so many dice, the sheer amount of actual hits are still enough to kill whatever they're targeting, despite the massive odds against them.

The Transgression, this is the Phenomenologist's modus operandi. They believe that facts shouldn't get in the way of personal whim and so they will happily alter their philosophy and perception of reality to justify whatever they're doing at the time.

What sets them apart from The Unfettered is that they genuinely believe everything they say, even if it's obviously absolute nonsense. A big part of Conspiracist is the player characters agents of the Illuminati using absurd logic to determine what their mission will be, based on a cryptic clue given by the game master or "Controller".

This is the basis of how the Theatre of the Absurd works. Eugene Ionesco was particularly good at this. In Anyone Can Whistle, the patients from a local insane asylum infiltrate a line of pilgrims waiting to see a "miracle" set up by the mayoress and her cronies.

To keep from being exposed, they call on the asylum's doctor, who sends his recently arrived assistant, J. Hapgood promises to separate the sane from the insane using "the principles of logic," and has an entire minute musical sequence that is full of this kind of "logic".

Any Dane or Norwegian who didn't sleep their way through school knows this classic example from Ludvig Holberg's 18th century comedy Erasmus Montanus: Erasmus, having returned to his home village after getting an education at the Copenhagen university, demonstrates the power of logical thinking to his mother by stating that since rocks can't fly and his mother can't fly, she must be a rock.

The mother is so gullible that she begins to think she is a rock, but Erasmus "saves" her by pointing out that rocks can't talk, but she can, so she's not a rock after all.

Due to this play, the concept of insane troll logic is called Erasmus-Montanus logic in Denmark. Kate begs their servant Grumio to give her food. Grumio pretends to use this so that he can follow Petruchio's orders.

First he offers to get Kate some calf's foot. When she agrees he rescinds the offer, saying that calf's foot would make her bad tempered. Then he offers her tripe, but takes that offer back for the same reason.

The real kicker is the beef and mustard. When he offers this to Kate, she agrees. Then he says no, because the mustard is too hot. She says she'll have the beef without the mustard, then. He says no, the beef goes with the mustard.

She says she's willing to eat one or the other or both or anything else. So Grumio comes up with the perfect solution: In Caryl Churchill's version of A Dream Play, there is a scene with a teacher in school arguing logic with a student of his.

The teacher is asked what time is, to which he replies that since time flies, logically, time is something that flies while he's speaking. One of the other schoolboys starts to fly, claiming that by that logic, he is time.

The teacher agrees, confirming that he is in fact time. But the first student says that that's impossible, and because logic failed in that case, we can therefore logically prove that logic is wrong.

Why, if thou never wast at court, thou never sawest good manners; if thou never sawest good manners, then thy manners must be wicked; and wickedness is sin, and sin is damnation.

Thou art in a parlous state, shepherd. The more fool, madonna, to mourn for your brother's soul being in heaven. Take away the fool, gentlemen. She said "Hands off!

Because she is a woman. Now, had she not been a woman, thine hands had not been set upon her at all. So the reason for the laying on of hands is the reason for the taking off of hands, and herein is contradiction contradicted!

It is the very marriage of pro with con ; and no such lopsided union either, as times go, for pro is not more unlike con than man is unlike woman — yet men and women marry every day with none to say, "Oh, the pity of it!

When Your Majesty says "Let a thing be done", it's as good as done, practically it is done, because Your Majesty's will is law. Your Majesty says "Kill a gentleman", and a gentleman is told off to be killed.

Consequently that gentleman is as good as dead—practically he is dead, and if he is dead, why not say so? Nothing could possibly be more Cue the Dance Party Ending. Roy Cohn is an heterosexual man, Henry, who fucks around with guys.

It takes judgement, brains, and maturity to score In a baulk line game, I say that any boob can take And shove a ball in a pocket. And they call that sloth. The first big step on the road To the depths of deg-ra-Day— I say, first, medicinal wine from a teaspoon, Then beer from a bottle.

An' the next thing ya know, Your son is playin' for money In a pinch-back suit. Pockets that mark the diff'rence Between a gentlemen and a bum, [ Take the name Brewster, take away the B, and what have you got?

My compliments to the boys in the code department. Red Alert would end in failure if you actually completed your mission objectives. Only by deliberately losing in an oddly specific way could you progress through the campaign also an example of Guide Dang It!

So throughout the series both directly and via proxies, he performs countless Black Magic experiments and Complexity Addiction - y schemes that clearly benefit only the Realm of Darkness while simultaneously harming the Realm of Light.

Never mind the fact that said Worlds, being in the Realm of Light, are naturally Light-leaning anyway. Freedom Cry, French Governor de Fayet comments that former slave Adewale's murder of him is because the latter was from freed from slavery.

This, while technically true, doesn't take into account that Adewale is trying to murder him because of all the abuses he endured as a slave. Not to mention the Governor having just murdered an entire ship full of slaves.

Dai Gyakuten Saiban features the great detective himself, Sherlock Holmes, whose thinking is often flawed. Naruhodo often has to correct his reasoning, which can border on the absurd.

A Renegade Shepard can say: You refused to testify. Obviously you hate justice and deserve this. What insane breed of logic is that?! Therefore, as a faithful servant of the Enkindlers, we too must serve the Reapers.

You know, I support religious freedom for all species, but that's just crazy. I had no idea there was a villain. I bet he's the one who kidnapped the princess. Let her go, King Squid! I didn't kidnap any princess.

Then where is she? My plan doesn't involve the princess. Yet you kidnapped her anyway. All vampires play the organ! And if all vampires play the organ, then one who plays the organ is most likely a vampire!

You are just in time. Please just jump onto the grill over there. That big metal thing. Be careful, it's hot! You speak well for a troll. My mother tried hard to give me good learning.

She sent me to live with these hobgoblins here. Trained me how to cook real good. Do you like these orcs? They smell bad, but they're okay. They can be mean sometimes. Chief DigDag sometimes cuts my fingers off and throws them onto the grill.

Says they taste like sausages. But I'm a troll. Now quit talking and start broiling! Chief DigDag doesn't like me talking to the food. I'm not letting you cook me, you crazy troll!

Uncle Cajum, he was crazy. Me, I'm not crazy. Now get on the grill! Why would I want to be on the grill? It's impossible to get good help nowadays. If you're not on the grill, how am I going to cook you?

I don't want to be cooked. If you didn't want to be cooked, then why did you apply for the job? I think you'll all make a tasty snack! Even if I were dead, I'd be sent to heaven, not hell or whatever you call this place.

I didn't do anything wrong to deserve this. Why would a ninth grader die anyway? If this isn't heaven, then it can't be real. If this isn't real, it must be a dream. It's a flawless theory!

Unfortunately for you, there's only one way out! NOOOO no no no please don't do that! Obeying the call of nature is part of the cycle of life. Tell me, Pit, why do you hate life? Places with names tend t' get found.

If it ain't got a name, it ain't a place; and if it ain't a place, it ain't gonna be found, ain't it? I've not shaved since my very first battle. And have I ever lost? Ergo, my moustache makes me invincible.

It's science, my boy, science! Okay, so I know that each door has to lead somewhere, which means that somewhere, the place where we're trying to go, there must be a reverse door that leads here, and that, in turn, means that our destination corresponds with that counterinverted reverse door's origin, so, starting from the right, let us ask: Another victory for logic.

Phoenix Wright is fond of objecting first and thinking later and of grasping at straws and coming up with imaginative guesses, but he's usually too honest and reasonable to use actual troll logic.

However, in one situation where he's desperate to keep the trial going as long as possible until the police complete the next phase of their investigation, we get this exchange: He looked suspicious because he was walking through the hall in the hotel wearing black leather gloves.

Footballs are made of leather! Are you saying that all footballs are suspicious just because they're made out of leather?! He remembered the name of his fiance who committed suicide.

That's why he named his parrot after her! My granddaughter has a dog she calls "Phoenix. Does this make you my granddaughter's fiancee!? And on what grounds do you base your assertion that the singing trick was faked?

That item proves the singing trick was faked? This piece of evidence will not prove that. And if this evidence is a fake-out, then the singing trick was a fake-out as well! Boss, I don't think that makes any sense Momentum is key at times like these.

I can hear every word you're saying, Mr. Do you not see a problem with your statement just now? So if you fail to see the problem, then that must mean you fail to see the problem with accepting your logic!

You're admitting that you can't comprehend your own logic?! I guess I should have known that wouldn't work That's clearly a ghost, right!? She has legs, though. I thought there were limits to being an idiot.

All of Red Mage's plans in run on this very logic. When stranded on an island, Thief quite accurately states that Red Mage's plan to get off the island would likely involve blowing up the island with them on it with the justification that they're no longer on the island anymore.

While Red Mage's actual plan was much less dangerous, it did involve massive amounts of Evilutionary Biology for the Chocobos and a willingness to exploit his Mime ability beyond its actual usefulness.

This quote of Red Mage's sums it up quite well. In the arena of logic, I fight unarmed! Okay Red Mage, enlighten us. How can a plan that makes no sense work? It makes too little sense to fail.

Most plans are critically flawed by their own logic. A failure at any step will ruin everything after it. That's just basic cause and effect. It's easy for a good plan to fall apart.

Therefore, a plan that has no attachment to logic cannot be stopped. The success or failure of any step will have no effect on the macro level. That's so stupid I can't even see straight anymore.

Now imagine what'll happen when physics tries to figure it out! You can't see me! How I wish that were true It's like she's got that monk ability that lets you jump as far as you want, except with her, it applies to conclusions.

He kissed another girl! How can he possibly do that when he doesn't even know that I might possibly be considering liking him?! All that stuff I just said Science is about finding the most credible explanation, and since Gary has the highest credibility score, you are a weather balloon.

Because The Undertaker refused to join Flair and choke-slammed him, which somehow ended up convincing him that all of the story's main Faces — not just 'Taker — are Ungrateful Bastards and inferior to Cena's faction — even though everyone else under Flair has been completely loyal regardless of 'Taker 's Jerkass Ball moment, not to mention how Flair 's had nothing but animosity with Cena up until now.

Nagato uses this fairly often in An Akatsuki's Life, to great success: During the Hangover arc, a talking cat explained to the Akatsuki that for understanding the events of the previous night, they had to follow the piglet's tail.

Nagato's deciphering is as follows: Well, in some language "tail" means "cola", and a piglet is often called "coca". So the answer is " Follow the Coca-cola ". That's where the terrorists are.

Kingston's working with terrorism. Kronos was the god of time in Greek mythology. Greece won the Euro Cup in Bush was re-elected in Kal Penn is in Barack Obama 's administration.

Will Smith looks like Barack Obama. Will Smith's son is going to be in the next Karate Kid — oh my god I got it!! Well, the way I see it is this: Clark Kent, mild mannered reporter, patrols Metropolis as Superman, also known by his Kryptonian name Kal-el.

The L Word, popular TV show about lesbians, and who doesn't like lesbians? I'll tell you who — your murderer, Jeff Greenwood, known to the police as Jeffy G. That was fascinating, but Jeffy G admitted the whole thing on his YouTube channel this morning.

On one hand, the Nazis did invade Poland to commit atrocities against its people, but on the other hand they also committed the same horrific acts against the Jews! Dec seemingly could not reconcile this conflict.

Seeing as how he perceived the Jews as "in" on the conspiracy against him, he was unable to accept them as victims of the Nazi Holocaust. Nazi Jews, of course!

Piatek, Friday, trans. If you take the. Now because the Crusade on Jerusalem happened only a short time after the crucial year, we can convert the letters ASDF into the ancient Hebrew alphabet, and we get Aleph Vov Daled Samech because of the differences in alphabets, these might not be accurate translations.

We take the letters, and convert them into one word. Alephvovdaledsamech — which converted phonetically sounds like "A lef volv da leads a mech". We can then read these sounds into words, and we get "A left Volvo does leads a mech.

We can then read into it, that a "left Volvo", obviously a car made in a country where you drive on the left side of the road, will one day lead the mechanical, or automobile industry.

Ford is obviously trying to change this age-old Hebrew prophecy, and claim the automobile industry for themselves! You must rally the people! To the top of Mount Sinai! We shall stop them yet!

Reading potential New Years Resolutions for his viewers Fix your terrible website. Now here's something that any idiot could do. Zero is still a number, so your website, whether it exists or not, is still terrible.

This logic is infallible, because it's based on mathematics, and mathematics can't be wrong. In a similar fashion, you can't go wrong with Squarespace-dot-com-slash-cooptional.

Pooh backwards is Hoop. Like hula hoops, right? Hula was invented in Hawaii. Hawaii was once part of an Asian country. Japan is in Asia Micro means very small, like the chances I have of getting a date.

A calendar often tells dates. Calendars also often have pictures. Mostly pictures of puppies. Puppies grow up to be dogs. The best hot dogs are found in New York. New York has the Yankees.

The Yankees fought the Confederates. The Dukes of Hazzard had a Confederate flag on their car. Z's normally signify sleeping. Sleeping leads to dreams. In some dreams you're flying The Wright Brothers flew the first plane.

And they were brothers. Like the show Band of Brothers. That series was about a war. Hitler spelled backwards is Reltih, which makes no sense. Spider-Man used spider sense to fight the Green Goblin.

Green, green was the color used by Sailor Jupiter in that one cartoon. Callisto was also a gun in the game Perfect Dark. Winnie the Pooh is from the dark side of Jupiter's moon, Callisto!

I guess he's got everything under control. Donut and Lopez are dead and Agent Washington has taken Simmons prisoner. Everything sounded fine to me! How do you answer the radio at our base?

And we've drilled that since day one! So maybe he's just ups— Sarge: He also said that the radio was in disrepair. When does Lopez ever let something go without the proper maintenance? And look at the time.

And everybody knows that Donut's daily wine and cheese hour! I didn't hear any tinkling glasses, did you? He also mentioned that the weather was "rainier", and as we all know, Mt. Rainier is the biggest land mass in the state of Uh, I mean, we do!

How many Washingtons do we know? Did he mean Agent Washington? And who's the biggest mass we know associated with Washington? We have to help them! How do you know he's there? Please, Grif, it's so obvious!

I don't want to insult your intelligence by explaining every little detail. Time is not made out of lines. It is made out of circles. That is why clocks are round! You cut me into pieces.

The Master is also mad. The Master was terribly charismatic and brilliant at manipulating local rubes to his advantage cf. If the Master were trying to hide his true nature, what better way than to appear deeply unpopular with the locals?

This is probably a Time Lord ability to see things nobody else can see. Alternatively, a bio-upgrade of some sort given to him offscreen during ' The Mark of the Rani '. No one can agree on the correct pronunciation of 'van Gogh'.

Got to be an allusion to the many different names the Master has used throughout his career. I seem to recall in one serial during the seventies the Master expressed an interest in painting.

The name 'Vincent van Gogh' is an anagram of ' Vincent van Gogh ', the alias used by the Master in this story. Do I have to spell this out, people? Being a man, he's definitely not Susan, Romana, the Rani or Rose, the only other possible candidates for a character in a Doctor Who story.

Although there is a slim chance he is secretly the eighth Doctor, played by Paul McGann. In one of the deleted scenes for this episode, van Gogh laughs maniacally and screams, 'I am the Master', before turning into the Master.

I believe the evidence is clear. Nearly twice as many Americans own gun-displaying consoles than those who own the types of guns that require a license and paperwork to purchase.

No such paperwork is necessary when buying an Xbox, and yet still teenagers will kill each other in the streets. Hmm, the word Illuminati first appears on page three of this book.

Let's see here we're in a tomb. Tomb like Tombstone pizza, which is circular. Circular is the opposite of square.. To Saint Peter's Square! John James was the architect that rebuilt St.

Mary's Church of course, the third cardinal is in a church! Wait let me try one. Okay, so this guy was chained up The fourth element is water, so he's in a fountain. Also, "devil" pronounced backwards is "livid".

He must be pissed about being dead. And if you take "livid", drop the first and last letters, and convert what remains into a single symbol, you get M, who is James Bond's boss.

As we know, the James Bond series was written by Ian Fleming, who is not to be confused with fellow writer Anne Fleming, who comes from Canada, which is also the name of an indie-folk-rock band, "band" being a word meaning "a belt, strap, or ring".

And if you've won a belt in the ring, you're probably a wrestler, which is derived from a much more real sport that was very popular in ancient Greece, which sounds like "grease" which is a substance found in many fatty foods including chips, which are a key component in the manufacture of computers, the invention of which is attributed to Alan Turing It was called the Nautilus, named after the submarine driven my Captain Nemo, who was once played by James Mason.

Because they have eight wheels and four people in them, and eight plus four make twelve, and there are twelve inches in a foot, and one foot is a ruler, and Queen Elizabeth was a ruler, and Queen Elizabeth was also a ship, and ships sail seas, and in the seas are fish, and fish have fins, and Finns fought the Russians, and the Russians are red.

That is why the fire engines are red. Ah, but who is more stupid? A person trying to kill themselves, or a person trying to kill a person trying to kill themselves?!

I wanna look like my parents. Well, what do they look like? I was dead before they were born. You were dead before they were born? Obviously, if they haven't been born yet, then I must still be dead?

I own those clothes. You are wearing my clothes. According to proper logic, I own you, so no running away or anything. You fall in love with all these bitches that's a no-no!

You pillow talking with these hoes, you's a homo! So talking to a woman is what qualifies you as gay. The only three words you should say to a woman in bed after sex are "where's", "my", and "sandwich"!

I can pick up a mole animal and throw it. One pound is one kilogram. The number,,,,,,, looks about twice as long as a trillion, which means it's about a trillion trillion.

I happen to remember that a trillion trillion kilograms is how much a planet weighs. There are apples on your flank! 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. Elop was a doer and change manager. The office guy, pencil pusher, representer of his product.

A general, and even his hair was short. A guy, who among nerds, starched his shirts. He definitely says what he needs to say. Elop described himself during those times as passionate, vigorous, rational, decisive, and detail oriented.

He recounts that technology is a part of himself, and he admitted that he feels at home in rooms full of engineers talking about programming strategies. At the same time, he was saying how he has passionately given himself to conversations about the feelings of consumers.

Did he have it? One of the authors of this book met Elop for the first time one month before his appointment at Nokia. Microsoft had invited journalists to Amsterdam to show off their ways of working in their Holland office.

The event was centered around a small seminar, where the main speaker had to be replaced at the last moment with a person from the US. Before it began, the speakers congregated in the front of the auditorium.

He was the Microsoft Holland director, Theo Rinsema. Elop was next to Rinsema. When Elop got on stage, he spoke in a technical manner about cloud services. He spoke fluently, but not in a way that would blow your mind.

It was, of course, partially due to the fact that the purpose of the seminar was to get familiar with the office solutions, and Elop had come to the program by surprise. The main reason, though, was that his speech gave very little that could be used as material for a press article.

Fortunately, a picture was taken. For a hobby, Elop had mentioned flying. In the online publication of the Wharton School in Pennsylvania, it was noted that there were two types of pilots: One type wanted experience gliding in the air, the feeling of freedom when flying through clouds.

For the other, the attraction was in the technology. They loved navigation, meters, and the software behind them. Elop said that he was in the latter group. The question was unavoidable: Would Elop be, after all, the correct choice for Nokia, troubled by its engineering-centric culture?

The virtual world is a long way away from leading people and managing the media game. The considerations were unnecessary. It was time for him to get to work.

Its intended successor, MeeGo was being delayed and delayed. What was the hold-up with MeeGo? A smartphone is a small computer. In order for it to work, it needs a piece of software called the operating system, just like a computer does.

The user interface UI is what the users see on their screens, and how they interact with their phone. Menus, icons, and keys are all part of the UI. Symbian was developed by telecommunication companies Ericsson, Panasonic, Motorola, Nokia, and Psion in In those days Microsoft Windows had a near-monopoly dominance in personal computer PC operating systems.

PC industry players like Dell, Compaq, and others saw their profits being squeezed because, in practice, every computer in the market had to run Windows OS, and Microsoft was naming its price.

This is why Nokia and its partners wanted to keep the mobile operating systems in their own hands. As a result, Microsoft and Nokia became nearly arch enemies. Those device manufacturers who had selected Symbian OS for their smartphones were able to build their own UIs.

The idea was to use a common baseline, but to allow each phone brand to launch their own look and feel. Software technologies in those days were still immature. For example, Ericsson needed to adjust Symbian deep inside its core systems so they could get the Ericsson smartphones to look different from Nokia smartphones.

The resulting derivatives were called UI platforms. Nokia built two of them: S90 for Communicators and S60 for smartphones. The trick worked and Symbian became a market leader.

From there, application developers became part of the equation. Creating applications for Symbian was challenging, as the app developer needed to operate deep under the surface in order to get their apps to work.

Learning the development tools took forever, and each Nokia model needed their own versions of the app. Apple had a different idea. It created just one phone model in which the UI and OS were combined.

This made things easy for the app developer. Google joined the action in by purchasing a company called Android. As the legend goes, its founder Andy Rubin had started to develop its software for the very reason that Symbian was so complex and its development environment poor.

Everyone expected Google to announce their own smartphone and the press was speculating and speculating. On November 5, Google launched a free operating system for smartphones but no device.

This was a big surprise. Google did not want a Google smartphone, it wanted the entire mobile phone industry. The revenue would come from ads and services. Android took its most important step in early After the launch of iPhone, Google had scrapped its original, keyboard-centric user interface.

The work was started from scratch and based on the touch screen. Apps had to run in each Android phone without any modifications.

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Sure, if you want to do it the easy way. Their odds are a hundred. My odds are four. Vic, I can win that race even if that car blows all four tires and an engine! I forgot-a tell you, I don't write.

That's all right — there's no ink in the pen. You have beaten my giant which means you are exceptionally strong, so you could have put the poison into your own goblet trusting on your strength to save you so I can clearly not choose the wine in front of you — but you've also bested my Spaniard, which means you must have studied and in studying you must have learned that man is mortal, which means you would have put the poison as far away from yourself as possible, so I can clearly not choose the wine in front of me.

Socrates is a man. All men are mortal. All men are Socrates. That means all men are homosexual. I have always been loyal to you! You're an honest man and, therefore, a bad Roman. Meaning you're a traitor.

Does it sound mad? That's what they called me at Masters and Johnson's clinic, mad. Because I had visions of explorations in sexual areas undreamed of by lesser human beings.

It was I who first discovered how to make a man impotent by hiding his hat. I was the first one to explain the connection between excessive masturbation and entering politics. It was I who first said that the clitoral orgasm should not be only for women!

They ridiculed me, said I was mad, haha! But I showed them. They threw me out of Masters and Johnson, no severance but, and I had it coming. But I showed them! To quote the Super Mario Wiki: Bowser has his minions begin abducting all the dinosaurs in Dinosaur Island, so he can "prove" his theory that the dinosaurs went extinct due to not looking both ways before they crossed the street; once the dinosaurs and all evidence of their existence are gone and his theory is thus "proven" true, Bowser intends to be awarded the Snowbell Prize feeding the cooked dinosaurs to the committee awarding it and be named curator of the Mushroom Kingdom Museum of Natural History, conveniently located across the street from Mushroom Palace, which he plans on pelting with garbage.

A game magazine once held a contest for the best logical argument based entirely on illogical steps. The winner was a proof that there was, in fact, "life after death": After death comes the mourning; after morning comes night; beside the knight is the bishop; the bishop is underneath the pope; the pope has serious convictions; and with serious convictions you get life!

Why do elephants wear green sneakers? To conceal themselves when they run across pool tables. Did you ever see an elephant run across a pool table? No cat has eight tails. A cat has one more tail than no cat.

Therefore, a cat has nine tails. Nothing is better than eternal happiness. A turkey sandwich is better than nothing. Therefore, a turkey sandwich is better than eternal happiness.

A sheet of paper is an ink-lined plane. An inclined plane is a slope up. A slow pup is a lazy dog. Therefore, a lazy dog is a sheet of paper. You look at the table and see what you saw. You take the saw that you see and cut the table in half.

Two halves make a whole. You escape through the hole you just made. School is for learning. Learning gives you knowledge. Therefore, school is evil. Therefore, Girls are evil.

Horses have an even number of legs. Behind they have two legs and in front they have fore legs. This makes six legs, which is certainly an odd number of legs for a horse. The only number that is both odd and even is infinity.

Therefore horses have an infinite number of legs. Begin counting backwards on the fingers of one hand. Ten, nine, eight, seven, six Hold up all fingers of the opposite hand.

Plus five is eleven. Discworld The explanation of L-space: A library or bookshop is "a genteel black hole that knows how to read". Then there's Cribbins at the end of Making Money.

He intended to out Moist von Lipwig as archswindler Albert Spangler as a scam to get money out of him. But Moist outed himself before Cribbins got the chance. So Cribbins concludes that Moist, having kiboshed his scam, now owes him five thousand dollars.

The Auditors of Discworld reason that any sentient personality exists for a finite period, which is negligible in comparison to the infinity of Time. Therefore, they instantly cease to exist if they make the fatal mistake of identifying themselves as "I".

The book Lampshades the Insane Troll Logic of this, but the erring Auditors themselves vanish too quickly to ever catch on. Some of the less sophisticated members of the Watch i.

Colon and Nobby have this approach to confessions. If someone confesses to a crime then you believe them, even if it is impossible for them to have committed said crime. The people you don't believe are the ones who won't confess.

Only guilty people are trustworthy. Catch and its sequel Closing Time. Never let Milo Minderbinder talk. Milo was able to make a profit by selling black market foodstuffs to himself. And rightfully bragged about it.

The whole of Catch is based on the idea that the military is run on insane troll logic, as is the US system of capitalism. Even among the other not too bright guards, he is considered incredibly dumb.

In his attempt to solve two murders so that he could be assigned the best jobs, he concluded that snot vampire Dannik Jerriko must be the killer because there was no evidence to find and his species never leaves evidence when they kill someone.

He turns out to be right after all. The eponymous guide proves that there is no life in the universe by first informing that the universe is of infinite size, and that there is a finite number of inhabited worlds in the universe.

Since any finite number divided by infinity is so small "as makes no odds", then clearly any life in the galaxy must be the product of a deranged mind. And that anybody you encounter is therefore just a figment of your imagination.

It also said that the Babel Fish proves there is no God. After all, it is so staggeringly improbable that such a thing would have been created by chance that it proves there is a creator.

However, God has said that He refuses to provide proof of His own existence as with proof there is no need for faith, therefore by proving His existence, He simultaneously proves that He does not exist "and disappears in a Puff of Logic ".

The man who proves this goes on to prove that black is white. In the TV version, it is explained that combining all colors together in the form of paint equals black, while combining all colors in the form of light from colored bulbs equals white.

Legal precedent was established when the Guide was sued by the families of hitchhikers who had taken the entry on the planet Traal literally. It said "The Ravenous Bugblatter Beast of Traal often makes a very good meal for visiting tourists" rather than "The Ravenous Bugblatter Beast of Traal often makes a very good meal of visiting tourists" The Guide's lawyers summoned a poet to testify under oath that beauty was truth and truth beauty, and therefore blamed life for failing to be either beautiful or true.

The judges concurred, and in a moving statement, held life itself in contempt of court and duly confiscated it from all present before retiring for a pleasant evening's ultra-golf.

Therefore, theft is property, therefore this ship is ours. There's Lampshade Hanging about how little sense that makes. His chosen career was built around using this in order to list anything he likes, even holidays to the Bahamas, as "case-related expenses", although since nobody ever pays for his services, such as they are, it's kind of a futile gesture.

Luckily, most of his cases can be solved by Bat Deductions, not that he'll ever get paid for doing so. Scott Adams ' book The Joy Of Work includes a section called "You Are Wrong Because," a handy sheet listing various logical fallacies and suggesting the reader make a copy and hand it to a coworker with the fallacy they have committed circled.

Just because someone's logic is flawed doesn't necessarily mean they're wrong per se, it just means their argument is meaningless. Two of the examples that stand out as examples of this trope are "Amazingly Bad Analogy" "You can train a dog to fetch a stick.

Therefore you can train a potato to dance. King Azaz's cabinet justifies why words grow on trees: The crowd cheered his display of logic and continued about its business.

The routes must be the same length, or there would be signs saying otherwise. That's logic, as I know and use it. Mr Bickersdyke, having said some nasty things about Free Trade and the Alien Immigrant, turned to the Needs of the Navy and the necessity of increasing the fleet at all costs.

We must burn our boats—'. The inanity of the question enraged even the pleasure-seekers at the back. I listen to them. I watch them, knowing I can do anything to them I want and no one can touch me.

If I want to rape a woman or kill a man in an alley, I can. But it is evil. I try not to. Yet I feel that when I do these things there is something higher which acts through me.

I am a child of God. Unworthy as I am, he created me and to him I shall return. What I am, he wanted me to be. That is why I am good. Serpent Isle has a moment that includes some rather hilarious made-up dialogue, with callbacks to the Avatar's adventures in Martian Dreams: I call the Shadowlords to witness before the Oracle.

What do you want this time, Steve? Great to see you. I'd like to draw your attention to Exhibit 1. That would be you and Iolo in Ultima IV, killing city guards for money.

How is this supposed to help my defense? Oh I'm supposed to be defending you? That would be you dumping off Iolo's dead body at an inn in Ultima V. And I should point out that on Mars I encountered one Dr.

I've told you before I'm n - Steve: Yellin wouldn't cooperate, do you recall what happened? Ja, you shot him. Which means that Iolo has died twice. And as you are all surely aware, a man cannot be executed more than twice for committing the same crime.

Thus, Iolo cannot be convicted for the crime of being Iolo. But that makes no sense. Shut up, you're dead, and zombies have no civil rights. Ohhhhhh, I'm starting to get it, this is retarded.

Glad to see someone is catching on. This is done repeatedly in The Colbert Report. One of the most absurd examples is the Da Colbert Code, where Stephen Colbert makes predictions using free association, starting with actors' names and titles of movies.

Which in produced correct Oscar picks, including controversial surprise winner Crash. Da Colbert Code actually spat out the right answer twice in a row when he didn't like the answer and tried again, until he finally blatantly picked the one he "wanted" to win.

He also used the Da Colbert Code to predict the outcome of the election through free-associations intended to link to John McCain but kept coming up with Barack Obama, much to his dismay.

Flip the M upside down, drop the A, and add the " silent latin H " on the end, and you get Wbush, or W. Which is clearly what Nostradamus meant when he called the guy Mabus.

And now there's also the little problem of both being dead A documentary about Nostradamus on The History Channel used similar logic, combining the last two letters of Osama's first name, with the first three letters of Bush's surname, to "prove" that Bush and Bin Laden were both Mabus.

In the War on Porn episode anti porn crusader Gail Dines is hell bent on eliminating all forms of adult entertainment altogether, citing it as torture on women, violent and a gateway drug to pedophilia.

She became upset when asked about evidence and studies because, by her own admission, there were none. Played for laughs when interviewing the main "The LHC will kill us all!

I don't think that's how probability works. Whenever you've seen Batman, who's he with? Look in the old newspapers. Every picture of Batman shows him with thugs, and with thieves, hob-nobbing with crooks Whereas my pictures always show me surrounded by whom?

Who made Batman and Robin famous crime-fighters? If you want to honor their memories, stay crooked! It's the least you can do for them! I guess you're right. Kelso needs a new vehicle for Brooke and their soon-to-be-born child after his van is destroyed.

The two-seater mini-convertible is frickin' sweet, always a good thing in a vehicle. Babies are tiny, the mini-convertible is tiny, therefore the mini-convertible is better for the baby than a sedan or van.

You cannot steer a canoe on land tied to a car or sliding down a mountain. You can use a paddle to steer a canoe. It does not matter if you are on land, because you can steer a canoe with a paddle, duh.

That doesn't sound right, but I don't know enough about stars to dispute it. What if I told you there is an impostor in Paris who can look like anyone? You've been reading that book of fairy tales, haven't you?

The Master of Changing Light? I mean, I tried it myself, and if the King of France can't bend his appearance to the force of his will, I ask you, who can? But it seemed to me that if humanoids eat chicken then obviously they'd eat their own species; otherwise they'd just be picking on the chickens.

We'd like to thank Britain's pensioners for helping to win the War. Well, no, you see, it was the young people who fought in the War. The pensioners were too old, and they've done nothing but moan about it since.

That plant's plastic you know. Yeah well there's no water in this! Nobody ever gets shot, cause everybody have a gun. Reckless discharge of a gun, that's what the officer's a-claimin' Bubba hollered, "Reckless, hell, I hit just where I was aimin'!

Calvin from Calvin and Hobbes loves this type of logic. When he's doing a report on bats, he classifies them as bugs because they fly, they're ugly, and they're hairy. He also says he'll get an A on his paper because he's using a "professional" clear plastic binder.

Calvin also protests going to school because if ignorance is bliss, then his education is a violation of his right to the pursuit of happiness. He puts on a patriotic, American Revolution-esque shtick, and when his teachers chase him as he tries to leave the classroom, he calls them "monarchists.

In one strip, after Roger spends part of his and Andy's bank account to buy a very expensive driver without her permission, he tries to convince his understandably furious wife that it can actually help them save money.

And only succeeds in making her angrier. It has an extra-large sweet spot that can help correct my slice. You know, you could just stop playing!! Reading increases my knowledge, and knowledge is power.

Yeah, that's what the librarians want you to think. I'm much smarter than you because scientists have invented many things. But those are other scientists, not you. Apparently you don't understand how science works.

That idea won't work. I know because I've read many reports about ideas that didn't work. You haven't even looked at my idea. Oh, I get it; you're one of those religious nuts. The great thing about absurd logic is that it works in almost any situation.

A judge recently described a hockey stick as a "dangerous weapon", do you agree? In all my years of playing baseball, I have never once been hit by a hockey stick!

Seminole Sam's hair tonic growed hair on me! Why you so worried about that watermelon? Seminole Sam listening to the melon: Worse than I thought! The melon has no pulse! Samoa Joe walked out on Crimson during a tag team match in TNA because Crimson was on an undefeated streak and Joe never needed help during his undefeated streak.

John "Bradshaw" Layfield 's rants on supporting the heels have this, one example saying that Daniel Bryan had the nerve to reject the The Wyatt Family even though they kidnapped him to force him to join.

He also says that The Authority 's abuse of power was "helping" wrestlers and "best for business". Michael Cole was doing this after Layfield's departure to wrestle again and before Layfield's return to the announce table from His demented justifications for the behavior of many heels, especially former General Manager John Laurinaitis, angered many fans, as well as other members of the commentary team.

Proof that the people are turning on Gargano, proof that Callihan is better than him! In my country we have a seldom-used saying, "When the swine lubricates the automobile, you wind up with a greased pig".

Well you eat a Doozer tower, And it's as pretty as a flower, And a flower's what you pick up in a field, But the field can have a hole, And you can fall in while you stroll, And then a Gorg can come along to find a meal, And he can pack you in a sack, And you can try to scramble back, But you'll never, ever, ever get free, 'Cause every time you eat a tower you'll be shut up for eternity!

The Goon Show based a huge portion of its humor around this kind of logic. One of the best known examples is the exchange between Eccles and Bluebottle that is usually referred to by its first line, " What time is it, Eccles?

I'm Sorry I Haven't a Clue uses a lot of this logic, either taking it seriously of course Mornington Crescent is a real, rational game with a long and detailed history or as one-off gags and quick silliness.

Graeme, why are cashew nuts never sold in their shells? Ah, that's because cashews are actually monkey kidneys. And monkey kidneys don't come in shells, they come in monkeys.

That would bulk out the packaging too much. Bill Cosby has a famous routine about him being rudely awakened by his wife, and his daughter asking him if she can have cake for breakfast.

He decides it must be healthy because it has eggs, wheat, and milk in it, and says yes. His wife then comes down, sees what the kids are eating, "has a conniption" , and then sends him back to the bedroom They are outsiders from the realm of chaos, are Always Chaotic Neutral or Chaotic Evil in 4th edition, and who have a mechanically-enforced Our Monsters Are Weird creature-generation system.

They also look like giant anthropomorphic frogs. And this is ignoring the very big potential for Player Character Chaotic Stupid tendency. This is part of the appeal of Warhammer 40, 's Orks.

Imperial scholars theorize that somewhere in the distant past a Mekboy built two superficially identical vehicles, one of which was painted red. Due to an immeasurable internal difference, the red vehicle went faster, so the Orks decided it was due to the color scheme, a belief they've stuck with ever since.

Since the Orks are unconsciously, latently psychic, this means that any vehicle painted red goes faster because they expect it to. Paint is not that expensive to not paint every vehicle in your army in desired color if it makes any difference.

Orks on military strategy: If we lose, it's because ya didn't follow da plan. If ya hits it, den it must be one o' theirs. If we win we win, if we die we die fightin' so it don't count as beat.

If we runs for it we don't die neither, so we can always come back for anuvver go, see! So if dey lose, den dey weren't really Orks! Dese gits just made da classic blunda: Now we'z can stomp dem fasta, haha!

The Warboss decided to kill his past self so he'd have two copies of his favorite gun. The resulting confusion stopped the invasion in its tracks. Because you've never seen a purple army, have you?

This can apply to the Players themselves. A swarm of infantry bodies in any other army would be a suicide tactic or at least be a handicap in the case of the imperial guard.

For the Orks, it's the only tactic! This actually works because the Orks roll so many dice, the sheer amount of actual hits are still enough to kill whatever they're targeting, despite the massive odds against them.

The Transgression, this is the Phenomenologist's modus operandi. They believe that facts shouldn't get in the way of personal whim and so they will happily alter their philosophy and perception of reality to justify whatever they're doing at the time.

What sets them apart from The Unfettered is that they genuinely believe everything they say, even if it's obviously absolute nonsense. A big part of Conspiracist is the player characters agents of the Illuminati using absurd logic to determine what their mission will be, based on a cryptic clue given by the game master or "Controller".

This is the basis of how the Theatre of the Absurd works. Eugene Ionesco was particularly good at this. In Anyone Can Whistle, the patients from a local insane asylum infiltrate a line of pilgrims waiting to see a "miracle" set up by the mayoress and her cronies.

To keep from being exposed, they call on the asylum's doctor, who sends his recently arrived assistant, J. Hapgood promises to separate the sane from the insane using "the principles of logic," and has an entire minute musical sequence that is full of this kind of "logic".

Any Dane or Norwegian who didn't sleep their way through school knows this classic example from Ludvig Holberg's 18th century comedy Erasmus Montanus: Erasmus, having returned to his home village after getting an education at the Copenhagen university, demonstrates the power of logical thinking to his mother by stating that since rocks can't fly and his mother can't fly, she must be a rock.

The mother is so gullible that she begins to think she is a rock, but Erasmus "saves" her by pointing out that rocks can't talk, but she can, so she's not a rock after all. Due to this play, the concept of insane troll logic is called Erasmus-Montanus logic in Denmark.

Kate begs their servant Grumio to give her food. Grumio pretends to use this so that he can follow Petruchio's orders. First he offers to get Kate some calf's foot. When she agrees he rescinds the offer, saying that calf's foot would make her bad tempered.

Then he offers her tripe, but takes that offer back for the same reason. The real kicker is the beef and mustard. When he offers this to Kate, she agrees. Then he says no, because the mustard is too hot.

She says she'll have the beef without the mustard, then. He says no, the beef goes with the mustard. She says she's willing to eat one or the other or both or anything else. So Grumio comes up with the perfect solution: In Caryl Churchill's version of A Dream Play, there is a scene with a teacher in school arguing logic with a student of his.

The teacher is asked what time is, to which he replies that since time flies, logically, time is something that flies while he's speaking. One of the other schoolboys starts to fly, claiming that by that logic, he is time.

The teacher agrees, confirming that he is in fact time. But the first student says that that's impossible, and because logic failed in that case, we can therefore logically prove that logic is wrong.

Why, if thou never wast at court, thou never sawest good manners; if thou never sawest good manners, then thy manners must be wicked; and wickedness is sin, and sin is damnation. Thou art in a parlous state, shepherd.

The more fool, madonna, to mourn for your brother's soul being in heaven. Take away the fool, gentlemen. She said "Hands off! Because she is a woman. Now, had she not been a woman, thine hands had not been set upon her at all.

So the reason for the laying on of hands is the reason for the taking off of hands, and herein is contradiction contradicted! It is the very marriage of pro with con ; and no such lopsided union either, as times go, for pro is not more unlike con than man is unlike woman — yet men and women marry every day with none to say, "Oh, the pity of it!

On February 11, , Nokia and Microsoft announced plans for a broad strategic partnership to build a new global mobile ecosystem with Windows Phone. However, Lumia device sales decreased sharply after the introduction of Windows 10 in The authors had interviewed over people for the book, most of them being current or former Nokia employees.

Some chapters were translated by volunteers in and the remaining chapters have now been translated into English. Please support Merina and Pekka by buying the original book! And when you read the Finnish book or our English translation, please do remember that the story hails from the year, and our mission was to translate the original Finnish manuscript in English, not to rewrite it to reflect the context of year nor to reflect our personal opinions.

We have streamlined the text a bit when Americanizing it, and to assist the global reader we decided to show the Euro figures mentioned in the book also in US dollars, using the exchange rate applicable at the time of the reference.

When we were working on the English translation, a small piece of news about Stephen Elop and Finland caught our eye, even mentioning the original book. The Finnish daily Iltalehti wrote that Elop had been seen in the Nokia headquarters on the Espoo Karaportti campus on November 13, This book translation is not endorsed by or associated with the publishing house Teos, Nokia corporation, or with any other company or organization.

Use of them does not imply any affiliation with or endorsement by them. Please consider the environment before printing the pages. In the spirit of Connecting People,. Hope awakens Chapter 3.

Vanjoki, last minute runner-up Chapter 4. The lame legacy of Mr. The wonderboy from Ancaster Chapter 6. Platforms and ecosystems Chapter 7. The euphoria of the initial weeks Chapter 8.

The rumble begins Chapter 9. The consultant with a Microsoft connection Chapter The platform choice Chapter The great bluff Chapter The catastrophe called Symbian Chapter The MeeGo swansong Chapter Secrets of Meltemi Chapter Towards the first Lumia Chapter The Lumia journey Chapter The long wait for the tablet Chapter The next billion Chapter Tough times for Nokia sites Chapter Nokia spirit evaporates Chapter Tough choice for Mr.

The bonus brouhaha boils over Chapter What if… Chapter Where are they now? Graphs References People index The final final epilogue. Back to Table of contents. The rise and fall of Nokia is a unique story.

In just ten years, a small, multi-industry company transformed into one of the brightest stars in industrial history. Equally unique was its demise and collapse, from the pole position of the mobile phone market to its furthest margins.

On September 3, , Nokia announced its intention to sell its mobile phone business to Microsoft. That date has been branded on the hearts of the Finns, equal to the loss of Estonia [2] and the September 11 attacks.

This book seeks answers to the questions left unanswered in the memoirs of the former Nokia chairman Jorma Ollila: What was the logic of adopting a smartphone operating system conceived outside of Nokia?

Why did the renowned Nokia spirit simply vanish? During the process of researching this book, we have interviewed over a people with first-hand knowledge about why Nokia ended up as it did.

Many of the interviewees worked at Nokia between and while the company was in turmoil, when the old laws did not apply any more. When key people were replaced. When executive leadership went AWOL.

When things which should not have happened happened. Did the new Windows strategy convince its network provider [4] customers? What was the outlook for Nokia in Silicon Valley? What was the perception of Nokia in the eyes of its shareholders?

This book differs from earlier Nokia studies, as it concentrates on recent history and events, seeking to synthesize a narrative of these fateful years. The book is not about the history of Nokia, nor a parting shot by former employees.

What is strikingly evident is the affection of these former Nokians towards the company. During their days at the company, they believed they were building the future; afterward, they mourn over the wreckage left behind.

Ultimately, many just needed to tell us their side of the story. To that end, the point of view will shift from chapter to chapter, as the events are observed through the eyes of engineers, middle management, top leaders, and the Nokia Board of Directors, but together seeking to answer one simple question: Could the demise of Nokia have been prevented if there had been a different CEO?

Nokia mobile phones are now history and unlikely to come back; its customers will move on to something else. Hundreds of startups have been founded by ex-Nokians, creating and dominating new markets.

The future of the renewed Nokia, one with a renewed concentration on networks and location based-services, looks bright. In the end, one can learn and benefit from the good and bad choices, but what is truly important is to progress.

More explanation in the addendum to the glossary in Appendix 2. News editor Mirjami Saarinen confesses she has only vague recollections of the end of a certain workday in The morning, however she remembers crystal clear.

It was September 10, The majority of the staff of Kauppalehti, a major Finnish business paper, was attending a morning seminar downtown Helsinki. The title was so startling that Ranta started to read the release aloud.

The atmosphere at the news desk became electric. She can still remember, how the staff was returning hurriedly back from the seminar, where the news broke amidst the breakfast.

After that point, she can hardly remember anything clearly. As it was a Friday, Kauppalehti, as a 5-day paper, had a dilemma. The rest of the Finnish media would consume the news completely during the weekend, but Kauppalehti still had to be able to produce pertinent news for the Monday paper.

Based on her experience, Saarinen knew what she had to do. First, she collected all available editors to work on the news. At the same time she worked on fast news flashes for the online front page. After that, the team started to think angles, which would be still topical on Monday.

Would the news still be front page material on Monday, or would it end up on page three? How many pages to allocate and so on. At the same time it had to be decided, who would attend the coming press conference.

According to Saarinen the rest of the day was like controlling a huge traffic jam. What came next in the press release was indeed startling. Who on earth was Stephen Elop?

A man nobody had heard of! Was he really the best of available bad options? And what a strange name! Saarinen had quickly half a dozen editors working on the news, and more info started to flow in.

More renowned globally than in Finland. A photographer, two editors and news editor-in-chief Arno Ahosniemi headed for the press conference starting at 1 p. The auditorium of the Nokia headquarters in Keilaniemi Espoo was filled by members of all relevant established Finnish media as well as international media having presence in Finland, including Reuters and Bloomberg.

This was news also at the global level. The stars of the show kept waiting for themselves for a moment, then it all started. Two figures well known by the Finnish media entered the room: They were accompanied by a smallish, rather sympathetic looking man.

He had an unaffected, even modest look. His tie, combining wine-red and red, appeared almost Soviet Union-like. Moreover, his grey suit and white grey shirt oozed of caution.

He had an army-style haircut and his dull-looking glasses seemed to fit poorly behind the ears. That man was not the next Steve Jobs, was the quick, collective verdict of the room.

Jorma Ollila quickly took the reins. He introduced Elop and emphasized that the whole of the Nokia board had been actively participating the selection of the new CEO. According to Ollila, Elop had a great combination of software background and proven leadership skills to match the challenge.

Elop was someone, who could understand the very core and the possibilities of Nokia, Ollila estimated. He shook hands with Ollila and swung behind the small round table filled with microphones.

It took but a few seconds to realize the man was a master with the words. Smooth appearance and a reliable presence were like a magic wand, erasing any doubts of the media with a single wave.

This man could talk… really talk! A glimmer of hope arose among the audience. Maybe it would all end up well after all. Elop started by thanking Ollila and the Nokia board eloquently about his nomination, which was a great honor.

Then he continued and outlined his vision about the big changes shaking the mobile industry. Trendy buzz words and phrases like cloud computing, social media, tablets, apps and so on popped up during the speech naturally.

Nokia had tremendous strengths, especially its super capable people. Elop sipped water from the glass and was ready. The very first question was addressed to the board chairman Ollila.

He was asked when he would retire from his position. The second question was also pointed to Ollila. Now, it was the time to proceed to the next phase with a new CEO. When the third question was also addressed to Ollila, the situation became a bit comical.

Elop, however, reacted quickly and replied instead of Ollila. In a similar way Elop elusively replied to the question, whether the mobile device operating system should be changed.

However, he stated the operating system would be critical factor in the strategy. His hands moved naturally and stressed key messages exactly at the right moment.

The movement was almost magical. Perhaps, this could turn into something. Perhaps the American shareholders would finally be happy. Perhaps this man could rescue Nokia. After one hour the conference was over and the media started to return to their offices.

At Kauppalehti the task list until Monday had become clear. Antti Mustonen would make the feature story about Elop. For some the vision was frightening, but not for all. One of the latter was an anonymous member of Nokia top management, who had dealt with Elop a lot.

We do not know how Jorma Ollila felt after that long day. Nokia now had a new leader. A kind of leader the market and foreign shareholders had been expecting. The project—called Operation Elop—had started.

This is simply the name they chose for the original book. In his memoirs, Against All Odds, Jorma Ollila writes that one of the board members approached him asking if the company management was all right.

Something that Ollila himself had been wondering, and so it was that the cat was let out of the bag. For a long time the board had remained loyal to Olli-Pekka Kallasvuo, a long-term fellow worker of Ollila and a well-liked colleague, generally referred to as OPK.

The general consensus was that the problems would be resolved without assistance, but now things were going downhill rapidly. After the dinner party things started to evolve. Towards the end of, Ollila, too, was ready to go ahead with this.

In November—December the board had a yearly evaluation round regarding its own performance as well as the role of the chairman of the board. Vice-chairman Marjorie Scardino was heading these discussions, and they were mainly focused on the operative management.

In his memoirs Ollila mentions that practically every board member had posed the question of whether the Chief Executive was up to his task. These discussions were the actual initiation of the replacement process.

In January, the board had a lengthy discussion regarding the performance of the organization, and Ollila was given the mandate to talk with the Group Executive Board members about the state of the corporate management.

There were about a dozen of these talks, and, according to Ollila, the opinions about Kallasvuo were evenly split between those unquestionably supporting OPK and those having serious doubts.

The doubts, however, were clear and strong. The discussions with the executive board were not the main factor leading to the replacement of the Chief Executive, but did indeed provide additional data in support of the decision-making.

The concerns within the board were said to have grown gradually. With each passing day, the board believed less that the methods used would lead to success. 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.

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