we are now very clear that we don't make an annual budget anymore. we simply base our reporting on continuous planning and we change our targets very quickly. yes, we have got an estimate for 12 months ahead, but the planning cycle is much shorter. we don'n know whether the market is here or here but we have to be able to make money in all scenarios in that type of situation, why would you put your targets there? the market might not be there! But you might put a quality measure or overall performance measure there, which you need to fill anyhow regardless of the traditional measure of,let's say, sales growth. Both finacial and operating performance measures were used and tracked at high levels. Non-financial measures were also used. Bonuses then were based on measured performance. Ari Virtanen, a vice president in Networks who had previously run a large (one thousand-person) GSM-focused business unit and then transferred to a fifty-person start-up unit aimed at packet technology, explained that the weighting on performance measures varied across businesses,although the framework used was applied uniformly 짤방보면서 횽들 해석쫌 부탁해요....