The mobile phone sector is among the most dynamic and complex business environment. ICT (Information and Communication Technology) industries, which were, to date, treated in a separated way, gradually start to converge, so that the boundaries among the participants thereof become hardly identifiable. In some cases, the members undertake the role of competitors and, in other occasions, they act as strategic partners, aiming at the complementation of resources and competencies. The present research intends to verify the adequacy of Nokia Smart Devices strategy to the Mobile Phone industry, considering its alliances and the global competitive strategy. The work adopted the case study methodology. For the collection of the required data, multiple sources and means to were used in accordance with the strategy of data and method triangulation, so as to ensure results consistency. Data interpretation and analysis were carried out in the light of the research s theoretical references and pursuant to the Global Strategic Network Analysis – SNA framework, by Macedo-Soares (2011). The results point out the presence of threats that challenge companies leadership which may sometimes be considered as very solid organizations. The correct comprehension of strategic implications of macroenvironmental (structural and relational) and organizational factors is fundamental to a correct and consistent strategy composition, that may leverage the strengths generated by the organization and its network, or even minimize the weaknesses, in order to benefit from opportunities offered by the sector while and to mitigate the threats there from, while reaching a competitive edge.