$18.$ The Nokia case examines the mobile technology giant that once conquered the world, seen from the perspective of 'insiders' $-$ based on interviews with Nokia executives at top and middle management level. They describe the emotional undercurrents of the innovation process that caused temporal myopia $-$ an excessive focus on short$-$term innovation at the expense of longer$-$term more beneficial activities. Nokia's once$-$stellar performance was undermined by misaligned collective fear: top managers were afraid of competition from rival products, while middle managers were afraid of their bosses and even their peers. It was their reluctance to share negative information with top managers $-$ who thus remained overly optimistic about the organisation's capabilities $-$ that generated inaccurate feedback and poorly adapted organizational responses that led to the company's downfall. If you were the CEO of the company, how would you respond to the challenges faced in the smartphone market and inside the organization itself?