The trap of power and status effects

Nokia didn't lose the smartphone battle because it lacked smart people or a strategy deck. It lost because fear and shared emotions quietly reshaped attention, filtered information, and weakened truth-telling.

Quy Huy (INSEAD) and Timo Vuori (Aalto University)—authors of the 2016 research on Nokia's collapse—explain how leaders hid emotions behind "technology and finance talk," how dissent was punished, and how misaligned fearformed: executives feared competitors and shareholders while middle managers feared their bosses. We connect the dots to psychological safety, power traps, poker-face leadership, burnout, and what this teaches leaders facing AI disruption today.

Find Quy

https://www.insead.edu/faculty-personal-site/quy-huy

https://knowledge.insead.edu/strategy/nokias-reinvention-was-emotionally-driven

Find Timo

https://research.aalto.fi/en/persons/timo-vuori/

https://adaptivevolcano.com/about