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We are very pleased with Vodafone's decision to adopt Windows Mobile as a preferred software platform for its mobile business. Together, we will deliver services which we expect will help Vodafone achieve cost-efficiencies while delivering new propositions to its customers, thus making Windows Mobile an even more compelling platform.

The fact is that our business is fundamentally really strong. We have a platform and a depth that no one in the tech industry has. This means we have competitors at every layer.

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.

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.

The mobile market is exploding and it makes perfect sense for a media company like ours to create a real content destination for the billions of cell-phone users around the world.

These days you're not just competing with the tedium, you're competing with the cellphone.

It's harder than ever to build an enduring company. As soon as a product strikes a nerve with customers, competitors emerge globally because the costs to start are so low.

There's always competitors out there, one way or another.

Our biggest competitor is ourselves.

We were in the market ahead of competition. We brought new products on the market ahead of competition. We rolled out our networks. We begged, borrowed, stole, put things out. And while they were never near perfect, they were first. And that gave us, to my mind, a lot of advantage.