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Thư gửi nhân viên của Stephen Elop, CEO Nokia

Một bức thư dài mà CEO của Nokia, Stephen Elop viết cho các nhân viên có đoạn, ông không thể tin nổi việc iPhone, Android có thể vượt Symbian.

Stephen Elop không tin Android có thể vượt Symbian. Ảnh: Engadget.
Stephen Elop không tin Android có thể vượt Symbian. Ảnh: Nokia.

“Chiếc iPhone đầu tiên xuất xưởng năm 2007, và chúng ta đã không có một sản phẩm kinh nghiệm như của họ. Android cũng chỉ mới có 2 năm tuổi, và tuần trước họ đã vượt lên chúng ta trở thành nền tảng smartphone phổ biến nhất. Không thể tin được”. Đây là một trong nhiều điểm nhấn mạnh và ông Stephen Elop viết trong bức thông điệp khoảng 1.300 chữ cho các nhân viên của mình.

Bức thư viết trong nội bộ, tuy nhiên, nhanh chóng được các trang tin như The Register, TechCrunch Europe, Engadget có được bản gốc và xác nhận, đây là những lời lẽ của Stephen Elop, cựu lãnh đạo Microsoft mới được bổ nhiệm làm CEO Nokia cuối năm ngoái.

Stephen Elop mô tả về Symbian, hãng đang sở hữu một nền tảng “tàn cháy” và phải nhanh chóng “thay đổi”. Trước đó, có tin Nokia có thể chuyển sang sản xuất di động Android hay Windows Phone 7.

Trong bức thư của mình, Stephen Elop nói về Apple, họ đã thay đổi cuộc chơi, nhưng lại tạo ra một nền tảng thu hút các lập trình viên, và ngày nay, họ đã đã chiếm được phân khúc cao cấp. Về Android, ông cho rằng, nền tảng Google đang tạo ra một lực hấp dẫn lớn và nhanh chóng làm thay đổi cốt lõi của nền công nghiệp di động.

Stephen Elop kêu gọi các nhân viên nhanh chóng đưa ra các sản phẩm thay đổi từ bên trong. Về MeeGo, đây được xem là nền tảng để họ giành chiến thắng trên phân khúc cao cấp. Tuy vậy, phải tới cuối 2011, hãng mới ra mắt một model sử dụng hệ điều hành hợp tác với Intel này.

Trước đó, nhiều tin tức cho biết, Nokia đang tiến hành cải tổ bộ máy, hàng loạt các nhân sự cao cấp có thể thôi việc. Theo số liệu của hãng nghiên cứu Canalys, trong quý IV/2010, các nhà sản xuất Android đã tiêu thụ 32,9 triệu máy, trong khi Symbian là 31 triệu. Lần đầu tiên trong vòng một thập kỷ smartphone xuất hiện, Symbian đã bị hạ bệ.

Hello there,

There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform’s edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.

As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a “burning platform,” and he needed to make a choice.

He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times – his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a “burning platform” caused a radical change in his behaviour.

We too, are standing on a “burning platform,” and we must decide how we are going to change our behaviour.

Over the past few months, I’ve shared with you what I’ve heard from our shareholders, operators, developers, suppliers and from you. Today, I’m going to share what I’ve learned and what I have come to believe.

I have learned that we are standing on a burning platform.

And, we have more than one explosion – we have multiple points of scorching heat that are fuelling a blazing fire around us.

For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.

In 2008, Apple’s market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.

And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry’s innovation to its core.

Let’s not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally – taking share from us in emerging markets.

While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.

The first iPhone shipped in 2007, and we still don’t have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.

We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.

At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.

At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, “the time that it takes us to polish a PowerPoint presentation.” They are fast, they are cheap, and they are challenging us.

And the truly perplexing aspect is that we’re not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.

The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem. This means we’re going to have to decide how we either build, catalyse or join an ecosystem.

This is one of the decisions we need to make. In the meantime, we’ve lost market share, we’ve lost mind share and we’ve lost time.

On Tuesday, Standard & Poor’s informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody’s took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.

Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It’s also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.

How did we get to this point? Why did we fall behind when the world around us evolved?

This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven’t been delivering innovation fast enough. We’re not collaborating internally.

Nokia, our platform is burning.

We are working on a path forward — a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.

The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.


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