Nokia Mobile Phones, with all its divisions, was a bloated organization with so much organizational friction that it created enough fire to burn any "platform" and its neighbor too. Proven by Jolla, which with just 50–100 people created so much with a fraction of the headcount that MeeGo had.

Nokia's thinking of the time was to see each phone as a product. The big reset button pressed after release, separating each device from the previous one. Just look at the Maemo & MeeGo story: N770, N800, N900, N9. Basically, top management and did not understand the market early enough and the friction did the rest: it was phones with software, not software for phones. The same misunderstanding some of the media business went through a few years later; people were not buying paper, but news.