I guess for anyone who was holding onto hope of a non-Olop, non-Microsoft Nokia, there's only one thing left to say:
This "Nokia Plan B" was no different. It didn't offer anything actionable. Remember that the plan's main proposal was:
Return the company to a strategy that seeks high growth and high profit margins through innovation and overwhelmingly superior products with unrivaled user experience.
Is that really an exciting turnaround plan for a company of some 120,000+ employees? The whole plan boiled down to: "Let's keep doing the same thing we've tried unsuccessfully for years, but let's just do it better." Of course, there's always bound to be people who can't let go. (I know someone who bought Nokia shares in early 2000 at more than 10x the current price and is still holding on to them.)
Like Tony Hsieh says, you can't be successful by outsourcing something that should be your core competency.
No, it's not. It's a controversial state of affairs at most.
The reason this plan was given attention is because a lot of people disagree with Plan A. It says nothing about the feasibility of Plan A or how sad the state of affairs is.