Stephen Elop

One of the changes I'm driving within Nokia is to adopt what we call 'the challenger mindset.' Let's understand that we have to fight, we have to fight our way through the difficulties, we have to listen to consumers, we have to both deliver what they need and also have some creativity and insight and deliver what the don't yet know they need.

First of all, at any company, the investment in research and development in the products is the lifeblood, so that is a critical element of anyone's future going forward.

On an iPhone, you touch on the digital keyboard and you know how the letter pops up and shows up bigger so you're making sure you're touching the correct letter? That's Nokia innovation.

I have to experience the Nokia products. I'm a major contributor to the design and the quality of the devices. I have a lot of feedback to provide the teams on that. But also I have to carry competitive devices. You have to understand the competition.

Every time a consumer walks into a retail store, experiences the Nokia experience for the first time and purchases that product. Those are the moments where you say, 'We've hit it. We've nailed it.'

If you look at the economics of Nokia, roughly half of the company, half of the business, half of how we think about the business is focused on those emerging markets and on those lower-priced devices. But, of course, people who are aspirational and buying those lower-priced devices today are looking at smart phones tomorrow, and so forth.

If you think about the history of mobile handsets, in many respects there was a time when Asia and then Europe all led North America.

In an automobile, if you think about the navigation system - of all the cars in the world, four out of five cars in the world if they have a navigation system have something from Nokia inside that car - the data, the platform, something. So we play a very strong role there.