Had Microsoft recognized the differences in the synergies between the company, the acquisition of Nokia would have resulted in a more profitable exchange for both parties.
The differences in financial reports and even the culture of Nokia’s company may have contributed to the poor acquisition.
Finland was proud of their homegrown company, Nokia. Microsoft did little to alleviate the Finns’ concerns and the acquisition suffered.
Differences in leadership, including management goals, vision, and actions, created problems that could have been avoided in Microsoft’s acquisition of Nokia.
Behavioral misunderstandings between cultures contributed to the corporate failure of Microsoft’s decision to acquire Nokia.
Microsoft discovered that not spending time to understand and adapt to differences in communication styles, mannerisms, and culture made bringing Nokia under its corporate umbrella difficult.
An introduction into Microsoft’s acquisition of Nokia that soon became one of the worst acquisitions in the history of M&A.