2015年12月19日全國大學英語六級考試已結束，有趣的是，在其中一個版本的試題中，選詞填空第三篇出現了關於諾基亞的文章，該文章節選於外媒Project-Syndicate在2014年10月份刊登的一篇文章，題目為《誰殺死了諾基亞手機（Who Killed the Nokia Phone?）》。
該文章認為，很多曾在某一科技領域領先的公司一旦業績不景氣，失敗的來臨往往是快速而又殘酷的，諾基亞的手機業務正是如此。作為曾經最大的智慧型手機廠商，僅僅幾年間就丟掉了大部分的市場份額，到了2013年底甚至把手機業務徹底賣給了微軟。
那麼是什麼殺死了諾基亞手機呢？文章觀點認為，首先iPhone的出現使得消費者的喜好轉向了觸屏手機，而最後決定了諾基亞手機命運的則是史蒂芬·埃洛普（Stephen Elop ）出任公司CEO後所做得一系列決定。
文章稱在埃洛普任職諾基亞CEO的期間，公司的市價每天平均跌2300萬美元，使得他成為了史上最差勁的CEO之一。
但犯錯的並不只是埃洛普一個人，諾基亞的董事會不願做出改變，使得公司很難對瞬息萬變的市場做出反應也是重要原因，尤其是約瑪·奧利拉（諾基亞公司前董事長），這個曾經將諾基亞打造成一個科技巨頭的人，並沒有看到諾基亞面對市場的變化需要做出怎樣的改變。
此外，為了節省開支，諾基亞做出了大量裁員的決定，這也跟諾基亞一直以來敢於冒險、創造奇蹟的精神相違背。優秀的領導人帶著諾基亞的願景和使命離開了公司，之後諾基亞最有價值的設計和編程人才離開公司也就不奇怪了。
文章最後總結到，諾基亞手機的失敗讓人明白，科技公司只通過取悅董事會或者跟合作夥伴達成巨額的協議是無法取得成功的，只有讓用戶高興，才是取得成功的不二法寶。
你同意文章的觀點嗎？
附原題：
《Who Killed the Nokia Phone？》
It seems to be a law in the technology industry that leading companies eventually lose their positions – often quickly and brutally。 Mobile-phone champion Nokia， one of Europe’s biggest technology success stories， was no exception， losing its market share in the space of just a few years。 Can the industry’s new champions， Apple and Google – not to mention titans in other tech sectors – avoid Nokia’s fate？
In 2007， Nokia accounted for more than 40% of mobile-phone sales worldwide。 But consumers』 preferences were already shifting toward touch-screen smartphones。 With the introduction of Apple’s iPhone in the middle of that year， Nokia’s market share shrunk rapidly and revenue plummeted。 By the end of 2013， Nokia had sold its phone business to Microsoft。
What sealed Nokia’s fate was a series of decisions made by Stephen Elop in his position as CEO， which he assumed in October 2010。 Each day that Elop spent at Nokia’s helm， the company’s market value declined by €18 million （$23 million） – making him， by the numbers， one of the worst CEOs in history。
But Elop was not the only person at fault。 Nokia’s board resisted change， making it impossible for the company to adapt to rapid shifts in the industry。 Most notably， Jorma Ollila， who had led Nokia’s transition from an industrial conglomerate to a technology giant， was too enamored with the company’s previous success to recognize the change that was needed to sustain its competitiveness。
The company also embarked on a desperate cost-cutting program， which included the elimination of thousands of jobs。 This contributed to the deterioration of the company’s once-spirited culture， which had motivated employees to take risks and make miracles。 Good leaders left the company， taking Nokia’s sense of vision and direction with them。 Not surprising， much of Nokia’s most valuable design and programming talent left as well。
來源：IT之家
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