单选题
It seems to be a law in the technology industry that leading companies eventually lose their positions, often quickly and brutally. Mobile phone champion Nokia, one of Europe's biggest technology success stories, was no 27 , losing its market share in just a few years. In 2007, Nokia accounted for more than 40% of mobile phone sales 28 . But consumers' preferences were already 29 toward touch-screen smartphones. With the introduction of Apple's iPhone in the middle of that year, Nokia's market share 30 rapidly and revenue plunged. By the end of 2013, Nokia had sold its phone business to Microsoft. What sealed Nokia's fate was a series of decisions made by Stephen Elop in his position as CEO, which he 31 in October 2010. Each day that Elop spent in charge of Nokia, the company's market value declined by $23 million, making him, by the numbers, one of the worst CEOs in history. But Elop was not the only person at 32 . Nokia's board resisted change, making it impossible for the company to adapt to rapid shifts in the industry. Most 33 , Jorma Ollila, who had led Nokia's transition from an industrial company to a technology giant, was too fascinated by the company's 34 success to recognize the change that was needed to sustain its competitiveness. The company also embarked on a 35 cost-cutting program, which included the elimination of thousands of jobs. This contributed to the 36 of the company's once-spirited culture, which had motivated employees to take risks and make miracles. Good leaders left the company, taking Nokia's sense of vision and directions with them. Not surprisingly, much of Nokia's most valuable design and programming talent left as well. A. assumed F. fault K. shifting B. bias G. incidentally L. shrank C. desperate H. notably M. subtle D. deterioration I. previous N. transmitting E. exception J. relayed O. worldwide