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Rob’s IT Business Edge Blog
- AMD vs. Yahoo: How to Do, or Not Do, a Turnaround Dec 5 Lots of companies are undergoing turnarounds right now. Clearly, it is a difficult time in a tech market in transition. HP, BlackBerry, BMC, AMD and Yahoo are all in different phases of a turnaround. The sharpest contrast is between AMD and Yahoo. AMD appears to be methodically executing against a defined strategy in order to accomplish an articulated goal. Yahoo appears to be doing a lot of stuff and it is incredibly difficult to explain either the destination or progress. I wrote recently about how to select the key executives for a turnaround and then how to determine what needed to be fixed. Now letís look at execution, using AMD and Yahoo as examples. Much of the difference is that Yahoo started as a far bigger mess then AMD, and part of the difference is because the executive selection process was far better executed at AMD than it was at Yahoo. Weíll touch on both of those, but Iím going to spend most of my time on execution.
- ITís BYOD Approach Is Wrongheaded Dec 4 At the core of the Bring Your Own Device (BYOD) movement should be the idea that the employee will have a better idea of what they need in order to do their job than IT does. Certainly, that was generally the case during the PC revolution, when line employees brought PCs into their companies and moved accounting from mid-range PCs and mainframes to Lotus 1-2-3, and employee and customer records to PC databases like Condor. But the current BYOD craze is being largely created and driven by Apple, and the selling angle isnít productivity, it is fun apps and attractive hardware. This isnít the mechanic wanting to use Snap-On tools rather than the generic stuff the firm provides; this is employees wanting to bring in technology equivalent to Super Soakers and Swiss Army knives. Is an iPad really that far removed from an Xbox? I think we may have made a wrong turn someplace. We need to pull back to center before we wonder why productivity has cratered and porn watching and casual game playing has gone vertical instead.
- The Keys to a Successful Turnaround, Part Two Nov 26 In part one of this two-parter on corporate turnarounds, I covered defining the core problem preventing organizational success, the CEOís real role, and the importance of a standout CFO. Now letís go further and look at the diagnostic or evaluation team and the metrics needed to get the job done. What seems to generally happen during a turnaround is a CEO is selected, rolls up his or her sleeves, and then gets to work. This is likely why most of them fail. This would be like walking into a doctor, saying youíre sick, and being tossed on the operating table. Until you know in detail what the problem is, any large move you make may do more long-term damage than good. You have to diagnose the patient and then determine what unique steps are needed to fix the problem, and you need detailed information. Now the CEO and CFO wonít have the time for this as both will initially be engaged in keeping the company afloat. Much of their initial time will be spent on plugging obvious holes in order to have the time needed to do a turnaround (the rule of thumb is three to seven years, with few CEOs surviving that long). This is why Steve Jobs focused so tightly on getting money from Bill Gates and in ending litigation; he needed to massively reduce bleeding before he could actually focus on anything else. Think of it as corporate triage.
- Google's Death Wish TechNewsWorld | Dec 9 If Google's recent move to robots that are designed to take millions of manufacturing jobs doesn't kill it, I'm very sure it eventually will come up with an idea that will. The only real threat to Google is Google, and Google appears to be hell-bent on overachieving with its suicidal skill. It isn't the first company to take this path, and it surely won't be the last.
- How to Use Analytics to Save Your IT Department CIO | Dec 6 As times change, so does the role of IT. A generation ago, it had to embrace PCs and client/server solutions. Now IT departments are faced with the consumerization of technology. Could the same analytics that helps companies predict customer behavior help IT departments stay relevant?
- Apple vs. Amazon: Why Amazon Will Win the Real Battle for the Future TG Daily | Dec 4 Apple and Amazon shouldnít be competitors, as one is a retailer and the other a hardware manufacturer. In fact, they should be partners - with Amazon selling Apple products. But times change and so do companies. Now Amazon is making one of the strongest iPad competitors - the Kindle HDX - and the online retailer has a better music and movie service than even iTunes. Meanwhile, Apple has stores, which coupled with the App store (the strongest in the segment), basically puts them in the retail business.
- Tesla's 'Vampire Power Load' Problem Continues TMCnet | Dec 3 For some time now, owners of the Tesla S -- particularly in colder climates -- have been complaining about a vampire load on the car which can suck as much as 20 percent from the batteries overnight. This is a serious problem if youíre traveling and have to spend the night in a hotel that doesnít have charging stations (those that do are the extreme exception). Tesla has been working on the problem but folks continue to complain so should you be concerned?
- Pros donít think Twitter is worth the hype New York Post | Dec 8
- Apple's iBeacon to Follow iPhone-Toting Customers Around Stores MacNewsWorld | Dec 6
- Is the BlackBerry really more secure than the iPhone? Christian Science Monitor | Dec 5
Rob Enderle on…
"Their direct sales into Enterprise Ė thatís their strength. ... They can have the most secure phone. They can have the most enterprise-ready phone, the phone with the longest battery life, but having the trendiest phone, itís never going to be their thing."
Twitter and the IPO market
"Twitter wasn't based on financial fundamentals but hopes and wishes. Yet it created a feeding frenzy for these stocks.... The market appears ready for more."
Perspective: Twitter's success opens up IPO pipeline Computerworld
The possibility of Microsoftís next CEO
"Bringing in someone from outside of the industry, out of the segment, works pretty well."
Microsoft's road to new CEO should end at Ford MarketWatch
Intelís Genevieve Bell
"Well regarded" [at Intel] "it's really what makes the company very different from their competitors -- that they have this person focused on people, on the human aspect of technology."
Intel's anthropologist helps chipmaker prepare for coming decades San Jose Mercury News
Groupon and its website upgrade
“People want a deal but they donít want to buy a hunk of junk. By providing a more highbrow look, they are portraying a more upscale service that provides more value.”
After 5 Years, Grown-Up Groupon Gets 'Sophisticated' Fox Business
V3.co.uk - Top 10 tech writers to follow on Twitter “Perhaps the most versatile analyst around. Always plugged into the market, Enderle can sit down on any given day and discuss anything from servers to smartphones with as much insight and certainty as any specialist could hope for.”
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An Internet search of media quotes validates Rob Enderle as one of the most influential technology pundits in the world. Leveraging world-class IT industry analysis skills honed at DataQuest, Giga Information Group, and Forrester Research, Rob seized upon the power of the information channel as a conduit to reach business strategists and deliver valuable, experienced-based insight on how to leverage industry advances for maximum business advantage.
As President and Principal Analyst of the Enderle Group, he provides regional and global companies with guidance in how to create credible dialogue with the market, target customer needs, create new business opportunities, anticipate technology changes, select vendors and products, and practice zero dollar marketing. For over 20 years Rob has worked for and with companies like Microsoft, HP, IBM, Dell, Toshiba, Gateway, Sony, USAA, Texas Instruments, AMD, Intel, Credit Suisse First Boston, ROLM, and Siemens.
As Enderle Group’s Branding and Web Design Consultant, Mary brings a depth of knowledge regarding brand-driven design, creation of brand management tools, creative direction and agency management. Mary was the worldwide corporate brand identity manager at Intel® Corporation, one of the top ten brands in the world. Under Mary’s leadership, her team was responsible for ensuring that all communications were consistent and reflected Intel’s values, to make sure that Intel would continue to rank among the top ten recognized brands worldwide. Mary also spent nine years managing the look and feel for Intel.com, consulting across many divisions on both creative and site usability.
After leaving Intel, Mary consulted with top tier companies on branding and web design including Dolby Laboratories, Gateway Computers, Advanced Micro Devices, Intel and Kodak Gallery.
Mary was the Brand Director and Affiliate Manager for CafeGive® for 1½ years, a startup that is focused on building a thriving community of nonprofit organizations and their advocates consumers and merchants dedicated to grassroots fundraising through ecommerce. CafeGive has evolved their focus to help nonprofits create social media campaigns for their causes. CafeGive Social is the easy to use platform that helps organizations and teams of all sizes create successful cause marketing campaigns. To find out more go to www.cafegive.com.