Ikea has become the low cost manufacturer of good enough quality furniture. The core of its strategy has been innovative product development and effective process design, furniture that can be accessible and assembled by the largest possible number of people. To achieve this the company has deployed top-notch in house technology that helps it carry 9,500 products, control the distribution across 38 distribution centers and negotiate materials through 40 trade offices located majorly in Europe and Asia. Recently the company has incorporated web 2.0 features in its IKEA Fans portal hoping to create a community.
For now, my memo will address the following questions.
1) What the new trends in home entertainment e.g green, interactive display, voice activation, motion sensing, wireless and Internet-enabled devices, mean to IKEA's product strategy for the future?
2) What is the future of IKEA's brand? Can IT help IKEA develop a "habit" brand for design search similar to what Google is for information search.
Saturday, February 28, 2009
Amazon to leave text-to-speech feature upto publishers' discretion
Amazon decided to give publishers the final verdict on whether we will be able to hear someone narrate us the books we buy for Kindle 2. One thing comes to my mind.
Shouldn't publishers be looking to long term revenues and understand that text-to-speech is only the first experiment before speech recognition technology is fully scalable and cheap, which can only but increase the demand for books? Today we can only listen to a male or female computer voice but what if in the future we could hear any voice from any place in the world? What if we could hear a voice that reacts to emotions, to surprises, to terror, etc. I think Publishers that don't understand the power of this technology will fail as old marketing agencies failed to predict the power of search ads.
Here is the link to the full story
Shouldn't publishers be looking to long term revenues and understand that text-to-speech is only the first experiment before speech recognition technology is fully scalable and cheap, which can only but increase the demand for books? Today we can only listen to a male or female computer voice but what if in the future we could hear any voice from any place in the world? What if we could hear a voice that reacts to emotions, to surprises, to terror, etc. I think Publishers that don't understand the power of this technology will fail as old marketing agencies failed to predict the power of search ads.
Here is the link to the full story
Great books on the Kindle
Since we were talking about the Kindle in class, I thought I would add a link to my book I published there
http://www.amazon.com/dp/B001TK3FT8
Also check out
http://jzeibert.wordpress.com/
for other formats
--jz
p.s. Sorry about the only loosely class related post :)
http://www.amazon.com/dp/B001TK3FT8
Also check out
http://jzeibert.wordpress.com/
for other formats
--jz
p.s. Sorry about the only loosely class related post :)
Blackberry Takes on Apple!
We all remember (and some have chuckled) on the ads that compare PCs to Macs. Now, Blackberry takes aim at Apple's iPhone. I could not see if this is a real ad or a spoof one. Anyway, it is worth the few seconds!
Friday, February 27, 2009
Sony's Reorganization Reinforces the Importance of Interdependency
Sony's reorganization announced today reinforces the issues that we touched on in our class discussions. Some of the key points that relate to our discussions are (details from the FT article):
1. More emphasis on networked products and services.
2. Integration across products.
See also this video:
1. More emphasis on networked products and services.
"Sony will also reorganise its electronics business into two new groups. The PlayStation video games business will be integrated with laptop computers and mobile products such as the Walkman music player, to try to speed the development of networked products and services."
2. Integration across products.
"A new consumer products group will bring together Sony’s struggling TV business with other devices such as digital cameras, as well as semiconductors and electronic components."
My guess is that these devices--if they do not prove profitable in the coming years--will be discontinued or spun off.3. Changed organization structure staffed with people familiar with the digital world. Another key point to note is that the organization restructuring elevates people familiar with the digital world. Businessweek reported that:
Though Stringer put those things at the top of his to-do list when he took over three years ago, his efforts have been hampered by divisive rivalries and strong resistance from the company's old guard of hardware engineers. "This group is very network-centric and very open-minded," Stringer said. Stringer didn't reveal many details about the strategy. But the point man for his push into Internet services will be Kazuo "Kaz" Hirai. As the head of Sony's video-game business, the 48-year-old Hirai has spent the past two years expanding network services for the PlayStation 3 and PlayStation Portable consoles. Last week, Sony said more than 20 million PS3 users have connected their machines to the Net and signed up for the PlayStation Network, which features online games, video downloads, news, and a social-networking service. (Sony needs to capitalize on this network).
See also this video:
Nokia - CEO Memo
I’ll be writing my memo to Nokia, which currently is the largest mobile phone manufacturer in the world. With challenges from new devices such as the iPhone and more and more smartphones, I think it’s interesting what Nokia’s response may be. There is a converge between phones and PCs and the CEO Olli-Pekka Kallasvuo just last week mentioned that Nokia is strongly looking into developing laptops.
Nokia have often moved in to new technologies and designs relatively late, and for the most part they have been successful, but if they are going to continue to live up to its “Connecting People” tagline, what are some of these appropriate next steps and what technologies can they employ to stay a leader within mobile phones and possible expand this into other markets with complementary products. I think they can use IT to be more proactive in their strategy instead of trying to react to competitors such as Apple, so there is plenty of room for improvement for the organization.
Stringer New President of Sony
Interesting after such a short time after the Sony discussion and watching the videos of Howard Stringer, he is put into the position of President over Sony. The changes being made align very well with the suggestions made during class. There is an emphasis on the new 'Networked Products and Services Group' which will be tasked with bringing Sony's array of products together. The new head of this group is the current head of the Playstation division. In my view it seems that Stringer is putting his plans into action using a base platform (Playstation) for content and control, connected to his networked devices with the right leadership. We'll see how and if it all comes together profitably.
http://www.pcworld.com/article/160354/stringer_shakes_up_sony_management_takes_president_position.html
http://www.pcworld.com/article/160354/stringer_shakes_up_sony_management_takes_president_position.html
Thursday, February 26, 2009
Google: What Came off the Allocated 20% Time?
We discussed Google's 70-20-10 allocation of time as it tries to continually innovate. Here's a quick, good overview of the developments that have come from the 20% time allocation as compiled by David Pogue of NY Times.
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It reinforces many of the points we made about Google balancing exploration and exploitation as it evolves its business model on the net.
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It reinforces many of the points we made about Google balancing exploration and exploitation as it evolves its business model on the net.
CEO Memo - Ruelala.com
Ruelala is an invite-only online shopping site that brings sample sales (which usually take place in brick & mortar NYC boutiques and fashion houses to clear excess inventory) online. Sample sale sites have been popping up in the past year and enjoying significant success not only as a result of the economy, but because they deliver what is traditionally a NYC "insider" shopping phenomenon to the world at large.
Ruelala has really succeeded in mimicking the sample sale experience online. However, since it is part of Retail Convergence (which also owns Smartbargains.com) it must be thoughtful about leveraging existing infrastructure and technology without associating the two brands/shopping experiences. I think that if Ruelala doesn't act carefully now, its has the potential to become "just another bargain site" once the economy picks back up.
To read more about online sample sale sites: http://venturebeat.com/2009/01/13/luxury-sample-sale-sites-gilt-groupe-and-ruelala-pick-up-traffic-despite-the-recession/
Ruelala has really succeeded in mimicking the sample sale experience online. However, since it is part of Retail Convergence (which also owns Smartbargains.com) it must be thoughtful about leveraging existing infrastructure and technology without associating the two brands/shopping experiences. I think that if Ruelala doesn't act carefully now, its has the potential to become "just another bargain site" once the economy picks back up.
To read more about online sample sale sites: http://venturebeat.com/2009/01/13/luxury-sample-sale-sites-gilt-groupe-and-ruelala-pick-up-traffic-despite-the-recession/
Wednesday, February 25, 2009
CEO Memo - Power Medical Interventions
I plan to write to the CEO of Power Medical Interventions. Power Medical develops, manufactures, and markets advanced surgical products and services, utilizing computer and robotic technologies, for minimally invasive surgery. A highly revolutionary and advanced company in terms of medical devices, I am curious how they can better leverage technology in terms of products and services offered, as well as operational efficiency. Additionally, as a globally competitive company, they have the opportunity to improve upon their current IT structure and use it to evolve their current business model. I think there is an opportunity here to offer innovative IT recommendations that can benefit a company that will prove revolutionary and important in the health care sector.
Kindle2--a drill down
For those who may be more technically-oriented and interested in the inner workings of kindle, here is a good link. This may not give us any more insights to debate the closed versus open approach!
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Enjoy..
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Update: Here's a NY Times blogpost that compares the e-readers and provides some information that may be useful if you are developing systematic comparison of the key success factors.
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Enjoy..
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Update: Here's a NY Times blogpost that compares the e-readers and provides some information that may be useful if you are developing systematic comparison of the key success factors.
Murdoch's "State of NewsCorp" Memo
Here is a memo from Rupert Murdoch on how NewsCorp is positioning in the current economy. Just as we reviewed memos from Bill Gates on the key shifts, this is an interesting memo on how he sees NewsCorp positioning for the future.
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The memo highlights some of the enduring themes that we have discussed over the last few weeks. I have just highlighted a few for your ready reference. 1. The need for internal synergy and cooperation.
Many of you have told me how hungry you are to work more closely across our companies. Many of us have been frustrated by the things that can get i n the way of that. From systems that don't talk to each other to incentives that struggle to capture the opportunity and aspiration of our total group. These obstacles are obvious to us all. There will be a streamlined management structure between our Los Angeles based business units and the rest of the company. Peter and I will be communicating more on this over the next few months. For the time being, of course, the talented executive team at the Fox Group will continue to report to Peter.2. We are at an inflection point.
Now is also an ideal opportunity to streamline and enhance many of the corporate and administrative functions of the business. There will be cost savings as a result, but the more important aim is to be leaner so that we can better leverage our collective talent and expertise.
We are in the midst of a phase of history in which nations will be redefined and their futures fundamentally altered. Many people will be under extreme pressure and many companies mortally wounded. Our competitors will be sorely tempted to take the easy beat, to reduce quality in the search for immediate dividends.3. Innovate boldly.. often defying conventional wisdom.
Let me be very clear about our company: where others might step back from their commitment to their viewers, their users, readers and customers -- we will renew ours.
The direction of the business now and over the next few years will define the character of our company for decades.
We have always thrived on change and challenge. This was true when we began building a newspaper business in Australia. Just as it was when we created BSkyB and developed a fourth US network, the Fox Network, when conventional wisdom dictated that there was room for only three players. It was true when we launched Star, now the leading network in India, and the Fox News Network and Sky Italia.
The best things we have done, and there are many examples, have defied conventional wisdom, often in the teeth of fierce opposition and near universal disbelief in our capabilities.---
You may find other themes as well. Enjoy reading but please be sure to share your ideas..It's timely in the context of discussing Facebook and the upconing sessions on media and entertainment.
NationalGrid Memo to CEO- Changing Consumption Via Information
"If you cannot measure it, you cannot improve it." — Lord Kelvin
The value chain for utilities has been fairly constant for the past several decades. Invest in capacity, meet escalating power demand through fossil fuel plants, and then take a profit, after the transmission margins are met. However, the rules of the game have changed in 2 ways: fossil fuels are now known to be toxic and convergence of the 3 driving forcing of IT are here (Moore, Metcalf, Bandwidth). In the future, power will be consumed more intelligently and with greater awareness, all facilitated by access to usage and price data. This paper is not going to focus on renewable energy, therefore, but rather how these forces will change power consumption to make it more efficient and intelligent.Players like Google PowerMeter, EnerNOC, and Fat Spaniel all offer solutions that will dramatically empower customers to change/reduce consumption and shift to off-peak times. This means electricity demand will fall, but this is a good thing for the environment and the strained and aging power grid. The question is what does National Grid have to do to make these changes good for them too- by harnessing IT investments and the 3 laws to make their value offerings in-line with new customer demands.
Silicon Valley’s Fork in the Road
This article uses Detroit and the car industry as an example of what could happen to Silicon Valley and the tech industry. Top execs are concerned that if the government doesn't boost its spending on science, technology, engineering and math that foreign rivals will take over. Car makers dismissed/ignored threats from foreign competitors and now they are paying for it.
Here is the article.
Here is the article.
Memo to the CEO of LVMH
I am looking to write a memo to the CEO of LVMH on how they can better leverage technology. As a leader in the luxury fashion industry they are experiencing hard times as people turn away from these types of goods and instead just buy basics and save their extra money. LV is the parent company to numerous other fashion companies and they have a huge opportunity to leverage technology to better integrate these divisions and leverage the strengths of each brand to benefit the entire company. With thousands of stores across the world, there is huge opportunity for them to improve their IT, and to use it as a strategic advantage as they look to take on their competitors and make sure they evolve their business model to be viable in these hard times.
Memo: ThermoFisher
ThermoFisher is one of the world's largest producers of scientific instrumentation. They are spread widely around the world operating in a vast assortment of countries where their 33,000 staff conduct research to advance the world's ability to engage in scientific endeavors. The various trends that we have evaluated in this class have definitive effects on the nature of their business due to the inherent difficulties of cross-enterprise collaboration brought on by their global structure and the accellerating pace of processing capacity (which in many cases fuels the advancement of their major product lines). Having grown mainly through acquisitions, they now also possess the difficulty of moving from a holding company towards an operative structure, which could also provide difficulties if one examines that movement through the lense of the various laws we have been discussing.
I will want to address the following in my memo:
1. How will increased processing power and decentralized processing (cloud) effect their research product offerings?
2. With the greater mobility of labor, how will the company protect an leverage its vast intellectual property in the future and how will it keep pace in research against a global environment of competitors?
3. Internally, how can it leverage the power of the "network of people" to maximize its research capacity during its transition from holding to operating status?
Tuesday, February 24, 2009
Memo to the Director- Internet & e-Business Strategy, L’Oreal
L’Oreal has a plethora of products under its umbrella – while some of them sell products online, and some sell services online in some countries such as China, there does not seem to be a consistent e-Business strategy to the company as a whole.
Today, Web 2.0 has the incredible power of exponential value-add and L’Oreal hasn’t yet jumped into this bandwagon. There needs to be a platform of communication for L’Oreal’s customers with their Brands. When we see the likes of Zappos (sells accessories such as Shoes and Bags) succeeding on a purely web-based platform, it brings forth some serious questions about the competitive threat to L’Oreal in the online world. The current online advertizing/marketing capability reaches far beyond a snazzy website – the key being interaction with the consumer.
With this memo, I hope to be able to make a recommendation to L’Oreal about the steps they can take the induce a Web 2.0 component to their e-business.
Today, Web 2.0 has the incredible power of exponential value-add and L’Oreal hasn’t yet jumped into this bandwagon. There needs to be a platform of communication for L’Oreal’s customers with their Brands. When we see the likes of Zappos (sells accessories such as Shoes and Bags) succeeding on a purely web-based platform, it brings forth some serious questions about the competitive threat to L’Oreal in the online world. The current online advertizing/marketing capability reaches far beyond a snazzy website – the key being interaction with the consumer.
With this memo, I hope to be able to make a recommendation to L’Oreal about the steps they can take the induce a Web 2.0 component to their e-business.
Memo to VMware CEO Paul Maritz
Although VMware did not invent virtualization (IBM did back in the 1960's), it enjoyed a "virtual" monopoly on the market since it released its VMware ESX server software in 2001. Competitors, such as Microsoft and Oracle, have responded with virtualization products of their own, thus eliminating VMware's ability to charge premium licensing prices.
I would like to address the following issues in my memo to new CEO Paul Maritz (former Microsoft executive):
- What steps is VMware taking to differentiate its products and stay ahead of its new competitors in the virtualization space? This is critical since a few competitors have enough money to remain in the market despite currently having an inferior product.
- How is VMware preparing for the day when all servers have been virtualized? The hypervisor is quickly becoming a commodity (packaged as part of OS, open source options) and VMware now gives away its basic hypervisor for free. Will VMware become a pure service company?
- Should VMware use its own technology and enter the cloud computing space? Which partnerships would make this venture less risky and give it a greater chance of success?
- Can VMware form similar partnerships in the mobile space?
I would like to address the following issues in my memo to new CEO Paul Maritz (former Microsoft executive):
- What steps is VMware taking to differentiate its products and stay ahead of its new competitors in the virtualization space? This is critical since a few competitors have enough money to remain in the market despite currently having an inferior product.
- How is VMware preparing for the day when all servers have been virtualized? The hypervisor is quickly becoming a commodity (packaged as part of OS, open source options) and VMware now gives away its basic hypervisor for free. Will VMware become a pure service company?
- Should VMware use its own technology and enter the cloud computing space? Which partnerships would make this venture less risky and give it a greater chance of success?
- Can VMware form similar partnerships in the mobile space?
Memo to MEDITECH
For my memo I am planning to write to the CEO of MEDITECH. A local company that produces and sells enterprise clinical and administrative solutions for health care providers. I chose this company because they are the epitome of a closed system. They code their products in a proprietary software language and charge exhorborant fees for interoperablity. I want to write about how to open a product and how a company like MEDITECH can help establish the much needed standards that are missing in healthcare IT.
CEO Memo, Trek Bicycles
I will addressing my CEO memo to Trek Bicycles, and encourage them to bring more technology to their consumer-level bicycles.
I will look at
1. Theft prevention technology (something Lance Armstrong's bike could have used recently)
2. A model similar to the iPod-Nike device, in which a device could be put on a Trek Bike to be uploaded to a computer later (or immediately).
There will probably be more aspects to this.
A lot of data gets generated from a bike (cadence, gear, speed, etc..) and I'm curious to examine the feasibility of taking the task of gathering that data from a peripheral cycle computer and putting that technology directly onto the bike itself.
Most importantly, I'd like to translate this innovation into a competitive advantage for Trek.
Thoughts, comments?
I will look at
1. Theft prevention technology (something Lance Armstrong's bike could have used recently)
2. A model similar to the iPod-Nike device, in which a device could be put on a Trek Bike to be uploaded to a computer later (or immediately).
There will probably be more aspects to this.
A lot of data gets generated from a bike (cadence, gear, speed, etc..) and I'm curious to examine the feasibility of taking the task of gathering that data from a peripheral cycle computer and putting that technology directly onto the bike itself.
Most importantly, I'd like to translate this innovation into a competitive advantage for Trek.
Thoughts, comments?
Textron Memo
Textron Inc. is a multi-industry company that operates heavily in the aerospace and defense sectors. While it owns a broad range of brands, most people will know them for Bell Helicopter and Cessna Aircraft, which together make up about 2/3 of their $13.2 billion in revenues last year.
Given the long life and technical nature of their products (it is not uncommon to see decades old Cessna's in service today), I am interested in looking at how IT can improve both the serviceability and reliability of their products during their lifespan.
In addition, I would like to explore how they can use IT to leverage the knowledge they have acquired about the performance of their products over time to help design new aircraft models and predict potential problems in existing ones.
I am still in the early stages of identifying other areas that IT may be better used within Textron, any ideas or suggestions that you may have would be appreciated.
Given the long life and technical nature of their products (it is not uncommon to see decades old Cessna's in service today), I am interested in looking at how IT can improve both the serviceability and reliability of their products during their lifespan.
In addition, I would like to explore how they can use IT to leverage the knowledge they have acquired about the performance of their products over time to help design new aircraft models and predict potential problems in existing ones.
I am still in the early stages of identifying other areas that IT may be better used within Textron, any ideas or suggestions that you may have would be appreciated.
Memo to the CEO of Sephora
I thought Sephora would be an interesting company to focus on for several reasons:
- Given the current economic climate I'm interested to see how Sephora fares during the recession. The "lipstick indicator" theory says that consumers will indulge in small luxuries in recessionary times. But does that theory hold water when the lipsticks in question cost $30+?
- CVS is planning to open a chain of 500 high-end stores called Beauty 360 adjacent to their drugstores over the next few years. How can Sephora utilize technology to help combat this new entrant? Their online storefront will likely be key.
- Currently Sephora doesn't really have any Web 2.0 content on their site. Only within the past few months did they even add the ability for customers to rate and review items, which Amazon has had for years. There are many beauty blogs and messageboards on the Web and I don't think Sephora is leveraging that fervent online community as it should.
CEO Memo - Blockbuster CEO Jim Keyes
Hey all. I'm going to write a letter to the CEO of Blockbuster. Here are a few of the points I'll be touching on:
- Using IT to improve their operational efficiency, particularly inventory control.
- Leveraging the web to modify their business model to better compete with Netflix.
- Changing their digital distribution strategy. Their currently strategy is old and busted.
There are a couple of other points I'm working on, but I think these are the major issues that Blockbuster can address by changing their approach to IT.
Facebook - Nokia discuss alliance
I found this article on WSJ, it's basically about Facebook looking to integrate its social network in the mobile market. Thus, it's trying to establish alliance with Nokia (which is also considering creating its own social network) or Motorola. In the meantime, Facebook is already working with Palm to integrate part of the functionality in its new mobile OS. While MySpace already worked with Danger Inc. to integrate with the T-Mobile Sidekick and has also built software applications for the BlackBerry and iPhone.
http://online.wsj.com/article/SB123439645252474935.html?mod=rss_whats_news_us
Memo to CEO of Philips NA
Hi class,
I will be writing a memo to Mr.Weisenhoff, CEO of Philips North America for the following reasons:
1) Innovation and technology are the means and internal culture at Philips to improve people's lives
2) I see further opportunities enabled by usage of technology in the different divisions :
- -Healthcare: people need to have access to affordable clinical expertise (spread worldwide), many of the devices Philips creates are designed for be used at hospitals but also at home, thus easy to use designing and communication to medical and emergency services can really improve patients' care.
- - Consumer Products: design is the current competitive advantage , but I feel there is still room to enhance consumer experience by increased connectivity.
- - Lighting: creation of energy efficient solutions, empowering users to monitor use of energy. They are doing great innovations here and I see new applications of lighting as well.
3) I'll be joining Philips after graduation and as I've perceived the top management team is open to new ideas so I'll be glad to share the Memo with them.
Please feel free to share any suggestion or comment. Thanks!
I will be writing a memo to Mr.Weisenhoff, CEO of Philips North America for the following reasons:
1) Innovation and technology are the means and internal culture at Philips to improve people's lives
2) I see further opportunities enabled by usage of technology in the different divisions :
- -Healthcare: people need to have access to affordable clinical expertise (spread worldwide), many of the devices Philips creates are designed for be used at hospitals but also at home, thus easy to use designing and communication to medical and emergency services can really improve patients' care.
- - Consumer Products: design is the current competitive advantage , but I feel there is still room to enhance consumer experience by increased connectivity.
- - Lighting: creation of energy efficient solutions, empowering users to monitor use of energy. They are doing great innovations here and I see new applications of lighting as well.
3) I'll be joining Philips after graduation and as I've perceived the top management team is open to new ideas so I'll be glad to share the Memo with them.
Please feel free to share any suggestion or comment. Thanks!
DC City Government
The DC government employs over 30,000 people and has to coordinate its activities closely with external entities (federal government, business community, non-profit service providers, citizens...). In an effort to reduce costs, the city CTO has already begun to look at providers such as Google gMail, to provide some of its offerings . Further, many services are funded by the government, but provided by for profit and non-profit service providers though vouchers. This requires close coordination in addition to the ability to maintain confidential records. Google and Microsoft's entry into the electronic medical records segment also has implications for government. Given the number of functions a government covers I may ask to restrict my recommendations to one department-level entity.
Whole Foods Memo
Whole Foods is currently in a tough position given the state of the economy and the premium “nature” of their products. Despite recent capital infusion from a private equity firm, the future depends on their ability to grow correctly and weather this storm. Points of interest.
1. With current spend on marketing representing only 0.5% of total sales, they must identify ways to engage customers again without additional spending. They currently utilize Facebook, Twitter, Podcasts, and Blogs. What improvements can be made in these areas?
2. They have already made significant investments in green technologies to lower energy use and lower expenses. What next steps through IT should they take to facilitate these efforts?
3. The overall company focus on measurable objectives creates a culture of continuous and shared improvement. How can IT improve the measurement and availability to staff members? How can we provide metrics that seek efficiency and cost reduction across the entire organization?
These are a few of the areas that I would like to focus on within the memo. Thanks in advance for suggestions or comments.
1. With current spend on marketing representing only 0.5% of total sales, they must identify ways to engage customers again without additional spending. They currently utilize Facebook, Twitter, Podcasts, and Blogs. What improvements can be made in these areas?
2. They have already made significant investments in green technologies to lower energy use and lower expenses. What next steps through IT should they take to facilitate these efforts?
3. The overall company focus on measurable objectives creates a culture of continuous and shared improvement. How can IT improve the measurement and availability to staff members? How can we provide metrics that seek efficiency and cost reduction across the entire organization?
These are a few of the areas that I would like to focus on within the memo. Thanks in advance for suggestions or comments.
Memo to CEO (Superintendent) - Bloomfield Hills School District
My letter will be written to the Superintendent of a school district in the Detroit area near where I grew up (http://www.bloomfield.org/).
There are three reasons for this choice
1) I know this person well and have discussed many of the MS-MBA topics that have come up in the past with him. I think this will be a great way to formalize the discussion and to put in some concrete analysis and implementable recommendations instead of the usual dialogue of "here is something interesting I learned, maybe the school district could use it"
2) Because of these ongoing conversations I know that this district and public school districts in general could benefit greatly from the recent advancements in IT and IS that large companies implement and leverage. Public school districts have limited budgets and the person in charge of IT is in an operational role, not an innovative role. Their job is predominantly to make sure the IT runs.
It is my belief that the benefits of IT innovation are not being utilized in school districts because it is very difficult to quantify the benefits (especially to a school board) when the money could be spent on education.
I will try to use what we are learning in class to demonstrate to the Superintendent that a shift in perspective of the school district's view of technology and IS/IT would be to it's benefit. I will do this by briefly providing implementable affordable recommendations that can begin to change the direction and view of IT in the school district.
3) I believe that children are our future. Teach them well and let them lead the way.
Some interesting questions that I think need to be addressed are:
What is the appropriate payback period on IT investment?
To what extent can intangible benefits be measured in order to justify expense?
Is there room for experimentation? -Room, that is, in both in the budget and in stakeholders tolerance.
How can a school district, which is so dependent on community support, communicate the benefits of IT investment to the broader community?
There are three reasons for this choice
1) I know this person well and have discussed many of the MS-MBA topics that have come up in the past with him. I think this will be a great way to formalize the discussion and to put in some concrete analysis and implementable recommendations instead of the usual dialogue of "here is something interesting I learned, maybe the school district could use it"
2) Because of these ongoing conversations I know that this district and public school districts in general could benefit greatly from the recent advancements in IT and IS that large companies implement and leverage. Public school districts have limited budgets and the person in charge of IT is in an operational role, not an innovative role. Their job is predominantly to make sure the IT runs.
It is my belief that the benefits of IT innovation are not being utilized in school districts because it is very difficult to quantify the benefits (especially to a school board) when the money could be spent on education.
I will try to use what we are learning in class to demonstrate to the Superintendent that a shift in perspective of the school district's view of technology and IS/IT would be to it's benefit. I will do this by briefly providing implementable affordable recommendations that can begin to change the direction and view of IT in the school district.
3) I believe that children are our future. Teach them well and let them lead the way.
Some interesting questions that I think need to be addressed are:
What is the appropriate payback period on IT investment?
To what extent can intangible benefits be measured in order to justify expense?
Is there room for experimentation? -Room, that is, in both in the budget and in stakeholders tolerance.
How can a school district, which is so dependent on community support, communicate the benefits of IT investment to the broader community?
CEO Memo - Jae H. Kim Tae Kwon Do
I am hoping my letter will help my father leverage technology to create a better experience for his members and to obtain operational efficiencies. I believe their are business and consumer facing improvements that can be made such as back end customer management, website, community building, etc. As the company is continuing to expand globally, the use of IT is going to have an increasingly important role in all aspects of the business.
Kindle's Closed Architecture
Hey everyone,
My first foray into the world of blogging. Man am I nervous. I was just reading an interesting article on Amazon and their decision to keep the Kindle architecture closed. It appears Amazon thinks they have a winner take all product that will be the eventual choice of all readers in a similar way that the iPod has become the product of choice for any self respecting music fan. By not embracing open e-book standards are they making themselves vulnerable to competition or have they already taken the market never to look back?
Sony's New Initiative at Realizing Synergy
Here's a piece from Ny Times (Feb 23), which I saw after we discussed Sony in class. It is closing a standalone PlayStation store and launching a 14-screen cinema complex in LA.
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It will be worth seeing if it creates the cross-business synergy. Or just an expensive marketing gimmick
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The theater, owned by Muvico Entertainment, will use Sony’s 4K SXRD digital projectors. The SXRD brand will be promoted on screen, as Dolby or THX sound systems are. When customers buy food and tickets, they will find updated menu offerings displayed on 16 Sony LCD televisions. And when the children become bored, they can try out the latest video games on a bank of PlayStation 3 consoles in the “digital playroom.” Muvico hopes to cater to an upscale crowd with cash to spare, just the sort of audience Sony needs. Similar to the ArcLight cinemas in Hollywood and other deluxe theaters around the country, the complex features valet parking and allows customers to take food and alcohol to the reserved seating Premier section, where the wide seats cost $20 each.
Sony thinks this theater is an ideal location to promote its products, which usually carry a premium price. “Customers in Thousand Oaks stay to watch a film’s credits because their names are probably in them,” said George Figler, director of design and construction for Muvico, based in Fort Lauderdale, Fla. Sony could use a good jolt. Revenue from electronics and the video game segment has slumped in the last year. The company expects the fiscal year to show an operating loss of $2.9 billion. Howard Stringer, the company’s chief executive, has been trying to push Sony’s divisions to work together more closely.
“Our 4K system will impact all our Sony products,” said Michael R. Fidler, Sony’s senior vice president for digital cinema. He said he was meeting regularly with colleagues in other Sony divisions to determine promotional strategies. “We are building a new synergy and business model with the theaters, which usually leave promotion to the studios.”
Sony’s high-resolution digital projection technology is an ideal way to show live musical events. The company is working with Live Nation to produce a series of at least six concerts, which in addition to their theatrical exhibitions will be shown on home TVs through Sony’s broadband Bravia Internet Video Link service and via the PlayStation Network.
Mr. Fidler also imagines turning the release of a new PlayStation game into an event. A few days ahead of a multiplayer game’s going on sale in stores and online, fans might try it out against remote competitors on one of the giant theater screens.
Sony also hopes to increase its penetration of the digital cinema market. There, its technology is now a distant second to the industry leader, Texas Instruments, which has its D.L.P. cinema projector technology in almost 5,300 screens in North America. Sony has digital projectors in just 300 theaters. But the company says its digital projectors display an image with four times as many pixels as the D.L.P. system, resulting in sharper pictures with richer colors. Sony’s hardware costs 10 to 15 percent more than the T.I. system.
Muvico has committed to use Sony technology in all its new theaters, and eventually retrofit its 12 existing houses that do not yet have digital equipment. A number of AMC and Landmark theaters also use Sony’s 4K systems, and more will follow when money is available, Mr. Fidler said.---
It will be worth seeing if it creates the cross-business synergy. Or just an expensive marketing gimmick
Microsoft should buy RIM?
Here is a bold but interesting recommendation by one of the Alley Insider bloggers. The main idea of the recommendation is for Microsoft to go ahead and make a bid for RIM, for that is the quickest way for them to jump into the smart-phone bandwagon. RIM's shares are steadily falling and they have lost one third of their value this month.
In general, I don't think of Microsoft as a phone company, they just fall back on all those capabilities that RIM has. With Apple aspiring for world domination and the Windows Mobile market-share deteriorating, RIM is an attractive target for takeover. If Microsoft doesn't make a move, the next big guy is lurking in the bushes: Amazon.
I would love to hear everyone's thoughts on this.
In general, I don't think of Microsoft as a phone company, they just fall back on all those capabilities that RIM has. With Apple aspiring for world domination and the Windows Mobile market-share deteriorating, RIM is an attractive target for takeover. If Microsoft doesn't make a move, the next big guy is lurking in the bushes: Amazon.
I would love to hear everyone's thoughts on this.
Monday, February 23, 2009
Memo to Acer CEO
Hi,
With the strong presense in PC area, Acer is planning to offer smartphone to rev up the sales and diversify its product portfolio. However, the smartphone market is dominated by Apple's iPhone and RIM's Blackberry. At the same time, Dell is also preparing a move into smartphone in the near future. With the lessons gaining from the class, I want to write the memo about how Acer explores the smartphone industry.
Regards, Chun-Wu
With the strong presense in PC area, Acer is planning to offer smartphone to rev up the sales and diversify its product portfolio. However, the smartphone market is dominated by Apple's iPhone and RIM's Blackberry. At the same time, Dell is also preparing a move into smartphone in the near future. With the lessons gaining from the class, I want to write the memo about how Acer explores the smartphone industry.
Regards, Chun-Wu
Stringer battles Sony 'old guard' managers
The article I cited below is very interesting. It talks about the resistence that Howard Stringer faces when he tryies to migrate the business strategy.
"The dispute centres on whether products such as televisions have become commodities, in which case, Sir Howard believes, Sony should cut production costs and rely more on sales of software built into its gadgets."
More at http://www.ft.com/cms/s/0/f64c8faa-e75c-11dd-aef2-0000779fd2ac.html?nclick_check=1
"The dispute centres on whether products such as televisions have become commodities, in which case, Sir Howard believes, Sony should cut production costs and rely more on sales of software built into its gadgets."
More at http://www.ft.com/cms/s/0/f64c8faa-e75c-11dd-aef2-0000779fd2ac.html?nclick_check=1
Letter to GAP Inc CEO
Hi Class:
I am planning to write a memo to the CEO of Gap Inc for several reasons, some of which I have highlighted below. I would be interested in hearing anyone's feedback of my argument. Also, it would be interesting to hear any opinions/thoughts about the company.
1. GAP has struggled the past 5 years and is still in need of redefining itself. They have incurred turnover at top management. Brand is not as valuable as it once was losing to much trendier names such as Abercrombie, Anthropology, JCrew, Zara, etc.
2. In order to freshen up their image, they have moved into new product lines such as "Piperlime.com" which is an online store for handbags, shoes, accessories which features non-GAP brand products. I am not sure the strategy behind this product launch as it seems they are moving away from selling their GAP brand of products.
3. I think they can better leverage technology to improve inventory management system as well as improve their product cycle launch. For example, GAP's competitor, Inditex (parent company of Zara), operates on a more flexible production model, enabling them to quickly take advantage of new fashion trends by being able to get a product from the pre-design stage to its shelves in 3-4 weeks.
4. Think they could utilize web/social networking to better advertise and market their products – partnering with Facebook, Youtube, etc are optons.
5. Macro-economically –The retail industry's current struggles during this economic environment is no secret. More than ever GAP needs to differentiate itself from its competitors in order to get customers back in its stores. I think GAP should invest in IT innovations that will improve cost efficiencies and drive sales at a time when its competitors are culling investment projects.
I am planning to write a memo to the CEO of Gap Inc for several reasons, some of which I have highlighted below. I would be interested in hearing anyone's feedback of my argument. Also, it would be interesting to hear any opinions/thoughts about the company.
1. GAP has struggled the past 5 years and is still in need of redefining itself. They have incurred turnover at top management. Brand is not as valuable as it once was losing to much trendier names such as Abercrombie, Anthropology, JCrew, Zara, etc.
2. In order to freshen up their image, they have moved into new product lines such as "Piperlime.com" which is an online store for handbags, shoes, accessories which features non-GAP brand products. I am not sure the strategy behind this product launch as it seems they are moving away from selling their GAP brand of products.
3. I think they can better leverage technology to improve inventory management system as well as improve their product cycle launch. For example, GAP's competitor, Inditex (parent company of Zara), operates on a more flexible production model, enabling them to quickly take advantage of new fashion trends by being able to get a product from the pre-design stage to its shelves in 3-4 weeks.
4. Think they could utilize web/social networking to better advertise and market their products – partnering with Facebook, Youtube, etc are optons.
5. Macro-economically –The retail industry's current struggles during this economic environment is no secret. More than ever GAP needs to differentiate itself from its competitors in order to get customers back in its stores. I think GAP should invest in IT innovations that will improve cost efficiencies and drive sales at a time when its competitors are culling investment projects.
Sony Vs. Apple
This article is a little older, but it goes along with what we were discussing concerning Sony's new approach. They seems to be targeted Apple as a competitor revolved around Apple being a design firm, and saying that Sony is a better design firm, thus positioning itself away from traditional manufacturing and into the business of design. Reading more into it, they still seem to be heavily reliant on products and don't fully seem to get what their new direction is, but they are apparently trying, even if they have not fully embraced the software aspect of what their strategy could be.
http://www.techradar.com/news/world-of-tech/future-tech/sony-looks-to-movie-downloads-and-gaming-profits-408083
http://www.techradar.com/news/world-of-tech/future-tech/sony-looks-to-movie-downloads-and-gaming-profits-408083
Sunday, February 22, 2009
Mac OS X on Dell Mini 9??
According to a blog on Gizmodo, the new Dell Mini 9 can run Mac OS X Leopard. Even though this is not official, it definitely brings a big question, what will happen to Computer industry , if Mac OSes could be installed on WinTel architecture.
Another big question is "What will Apple do next?"
- Follow the industry and come out with its own 'mini' series
- Do something completely different?
- Partner with Dell and we will soon see Apples by Dell?
Saturday, February 21, 2009
A useful comparison of contenders to iPhone. Courtesy Royal Bank of Canada analysis .
In addition to comparing hardware features, it is worthwhile taking a look at how the network effects of third-party developers of applications will shape the logic of competition. So, a strategic question that emerges--what should Apple do next to redefine the game or will it be caught up in the current set of rules and conditions?
Friday, February 20, 2009
iPhone App Store: An Indepth Look
Clearly as others seek to compete against Apple, we need to look more in depth about the ecosystems that is supporting Apple iPhone. I found this presentation to be useful. Please review it if your setting calls for understanding the role of apps and widgets. Your recommendation to the CEO may be to think an app for iPhone. Instead of making such a general recommendation (without much deeper insight), you may want to be more specific about how and why such an app may work for them as you learn from others.
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Please do comment on the presentation.
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Please do comment on the presentation.
Thursday, February 19, 2009
cisco TelePresence and NBA
Here is an interesting story about Cisco's Telepresence and NBA.
is this the future of involving the fans?
Amid a recession that has many families cutting back on their spending, sports teams are trying to find new ways to lure fans to their stadiums and off their couches. One part of the strategy will be on display this weekend at the NBA All-Star game in Phoenix.--
Fans in the city will get a behind-the-scenes look at the festivities and be able to interact with some of the league’s stars–thanks to a high-definition video-conferencing system. The system, called TelePresence and made by Cisco Systems, uses giant screens to create an experience as close to a face-to-face meeting as possible. (Cisco is one of the NBA’s “official partners,” so it gets to use league events to promote its products.)
“When people come to a major event like All Star they want to feel like they have something special and not just sit in a seat,” says Steve Hellmuth, executive vice president of operations and technology for NBA Entertainment. “This technology lets fans have a special in-person experience with a player.”
That personal connection, the NBA hopes, will make fans feel more connected to the sport, the league and their favorite team—and more inclined to go to games or buy NBA merchandise.
The league will set up two TelePresence systems, one at the Phoenix Convention Center, which is where many event-related festivities will be held, and another at the stadium itself. These systems will connect to one inside the weight room at the stadium. Players will be available to answer questions from fans throughout the weekend. The NBA will also use the system for trivia contests and other events, and ESPN reporters will conduct interviews with players via TelePresence.
“With these pictures, you really see the detail in someone’s expression,” says Hellmuth. “You really get the sense of the person.”
Unfortunately for fans, that “sense” won’t extend to how much a player can bench press. Even though the system is located in the weight room, it won’t be active while players are working out.
is this the future of involving the fans?
HP turns to services as hardware sales falter
Interesting that as we just discussed HP's need to move into services, they decide the same thing. They came to the same conclusions IBM did last decade when they encountered increasing difficulty staying competitive in the hardware business and saw opportunities to capitalize on their expertise of integrated systems.
http://tech.yahoo.com/news/ap/20090219/ap_on_hi_te/earns_hewlett_packard_9
http://tech.yahoo.com/news/ap/20090219/ap_on_hi_te/earns_hewlett_packard_9
Steve Ballmer's Talk at Mobile World Congress
It is worthwhile take a look at Microsoft's Steve Ballmer discuss their strategy for mobile platforms.
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It is a useful update to the discussions we had about Microsoft as it competes against Google and Apple (and RIM) in this arena
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It is a useful update to the discussions we had about Microsoft as it competes against Google and Apple (and RIM) in this arena
Wednesday, February 18, 2009
Cisco brings Web conferencing to smartphones
Its interesting that we talked about Cisco recently in class and today I found this. This new web conferencing technology on smartphones was introduced to the world at the recent Barcelona 3G conference, which basically means, you take your organization with you wherever you go, with the click of an icon. This adds a whole new dimension to virtual teams and remote working capabilities. Imagine if I can web-conference on the T!
the Frontline Show: Inside the Meltdown
While this is not directly related to IT Strategy, the broader economic climate defines the context for how IT helps to shape the new business landscape. So, I recommend and strongly suggest that you watch this video -- if you have not already watched it on TV...
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Then, please post your thoughts and reactions..... Love to hear your thoughts.
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Then, please post your thoughts and reactions..... Love to hear your thoughts.
Amazon Kindle 1.0: the rationale
Please take a look at this as we get ready to discuss Amazon next week (Wednesday).
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This is around the time of launch of version 1.0 in 2007.
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This is around the time of launch of version 1.0 in 2007.
HP & IBM crack the top 50....
Interesting article in this months 'Fast Company' that lists the world's 50 most innovative companies. Pertaining to our discussion this morning in class, Hewlett-Packard came in at #12 while IBM is listed at #19. Some of the things that we mentioned in class regarding these companies are listed in the article - just click on the link below and enjoy!
http://www.fastcompany.com/fast50_09
http://www.fastcompany.com/fast50_09
Mapping Network Connections
During the last few sessions, we have been discussing about the interlinkages that exist within IT companies. We have been doing it at a high level. It is possible to be more systematic in mapping the patterns of linkages. If you are interested in exploring this more systematically, tools such as this one are useful. Explore and see if this application is useful as you analyze the company for your CEO memo or for other areas that you may be researching.
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Explore and Enjoy!! See what patterns and insights you glean....
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Explore and Enjoy!! See what patterns and insights you glean....
Mobile World Congress in Barcelona
In case you are interested in following the mobile world congress in Barcelona, this is a good link..
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On a more substantive note, I like this development that was announced in Barcelona... It's about time that this happened!!
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On a more substantive note, I like this development that was announced in Barcelona... It's about time that this happened!!
The world’s top five mobile handset manufacturers are among a group of 17 major industry firms to have pledged their support for development of a mobile phone charger that will work with the majority of new handsets by 2012. The new ‘Universal Charging Solution’ (UCS) initiative, announced by the GSMA yesterday, aims to make life easier for consumers by providing a ‘one-size-fits-all’ charger. The GSMA claims it could potentially lead to 50 percent less chargers being manufactured each year. The new charger is also targeting a 50 percent reduction in standby energy consumption and claims to be three times more energy efficient than some current chargers. The UCS uses a Micro-USB as a common universal charging interface.
Nokia, Samsung, LG, Motorola and Sony Ericsson are involved in the project from launch, supported by mobile operators 3 Group, AT&T, KTF, mobilkom austria, Orange, Telecom Italia, Telefonica, Telenor, Telstra, T-Mobile and Vodafone. Mobile chip giant Qualcomm is also involved. Both 3 Group and Telefonica are aiming to have 75 percent of their handset portfolios UCS compliant by 2012, while Orange said it is looking at UCS accounting for two thirds of sales.
Facebook content owner's rights
Facebook has been taking some heat over the past week for a slight change in their terms of use statement. They changed the terms from "Facebook could not claim any rights to original content that a user uploaded once the user closed his or her account." to ""You may remove your User Content from the Site at any time. ... (H)owever, you acknowledge that the Company may retain archived copies of your User Content."
The change is minor but has large implications for online networking. Should Facebook has ownership rights over what you post or upload onto their website or do you remain the ultimate owner of your content?
iPhone app wackiness
There is a new app in the iPhone AppStore that helps users count cards while playing BlackJack. The application has gotten so many downloads that the Nevada Gaming Control Board sent warnings to all state casinos recently, resulting in iPhone bans in some casinos.
Also, Apple recently banned a few mildly pornographic apps and a few that they deemed possessed "too violent" imagry. Some of these apps and their developers have found new homes developing for Android, the Google competitor. Google has stated that since Android is too be truly "open" people can develop pretty much whatever that wish for the OS. Personally, over time I think this open application model will win over the Apple-dictatorship model. People flocked to the Web because they could produce and consume whatever they wanted without "portal approval" nanny-ism.
Barcelona: Google vs Apple continues in cellphone space
Just as we were discussing how far can google go with Android, they have released a new phone to carry google's operating system. I think Apple has a lot to think about now. Google is attacking Apple's cellphone market with this and itunes market by trying to make youtube downloadable.
http://www.cnn.com/2009/TECH/ptech/02/17/cellphone.google.android.vodafone/index.html?iref=nextin
At the end one user talks about swapping iPhone for this latest phone....warning for Apple?? What do you think....
One concern is about data usage by google. Sometimes it just scares me, google has tons of data about each one of us and on top of that if they now have our cell phone records/data as well then......well it can be very constructive (use BI on all google related accounts of a user to offer related and useful content thus improving user experience) or it can raise very serious privacy concerns....
http://www.cnn.com/2009/TECH/ptech/02/17/cellphone.google.android.vodafone/index.html?iref=nextin
At the end one user talks about swapping iPhone for this latest phone....warning for Apple?? What do you think....
One concern is about data usage by google. Sometimes it just scares me, google has tons of data about each one of us and on top of that if they now have our cell phone records/data as well then......well it can be very constructive (use BI on all google related accounts of a user to offer related and useful content thus improving user experience) or it can raise very serious privacy concerns....
Tuesday, February 17, 2009
Here come the data center wars: Cisco vs. HP vs. IBM vs. Dell
Here is an interesting article about the mixing of business lines between many of the major companies including Cisco, HP, IBM, and Dell as they all push into the same data center areas.
http://blogs.zdnet.com/BTL/?p=12943
http://blogs.zdnet.com/BTL/?p=12943
YouTube Encroaching on iTunes
Here is one more in the continuing set of moves by different companies jockeying to establish their positions in the network era.
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Google is attempting to go against iTunes with this experimental initiative as it explores ways to monetize its YouTube capability and providing a connection through Google Checkout. Wonder what Steve Jobs may see to Eric Schmidt when they meet next?
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Google is attempting to go against iTunes with this experimental initiative as it explores ways to monetize its YouTube capability and providing a connection through Google Checkout. Wonder what Steve Jobs may see to Eric Schmidt when they meet next?
Monday, February 16, 2009
Another brilliant advertising using Google
I was watching movie trailers on Hulu and this caught my eye.
http://www.hulu.com/watch/44665/movie-trailers-2012
The last few seconds are especially interesting.
This advertisement takes Goolge from a 'product review aggregator' to 'the holder of truth' in a way.
Please check it out and let me know your comments.
http://www.hulu.com/watch/44665/movie-trailers-2012
The last few seconds are especially interesting.
This advertisement takes Goolge from a 'product review aggregator' to 'the holder of truth' in a way.
Please check it out and let me know your comments.
Cisco Plans Big Push Into Server Market
Within the next few months, Cisco Systems, the largest maker of networking equipment, plans to enter the Server Market that threatens to shake up the technology industry and put the company on a collision course with traditional partners like Hewlett-Packard and I.B.M.
This is a bold but risky move by Cisco into an unfamiliar, intensely competitive market that typically produces far lower profits than Cisco makes from network gear. But it reflects the company’s ambition to grow beyond its roots as the so-called plumber of the Internet to offer everything from instant messaging software to digital stereos.
Some opinions
http://advice.cio.com/michael_bullock/cisco_takes_on_hp_and_others_in_new_data_center_war?page=0,0&source=home_tsGoogle's Experimentation: Not All Succeed
By definition, not all experiments succeed. If that's the case with a company's portfolio of experiments, then they are experimenting within a much narrow domain. The very focus of experiments is to test, evaluate and learn from initiatives where the future success is not a given.
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Google recently pulled its plug on a few initiatives and the blogs are somewhat confused. As we discussed in class, the challenge of balancing innovation with implementation is non-trivial. Here is one blog that seems to imply that because of failures, Google is retreating to its core. I do not think that it is that easy to come to that conclusion. Google's innovation DNA is such that it should pulls the plug on initiatives that are not reaching intermediate benchmarks.
Learning from failures and adapting to the changed market conditions is hallmark of a good strategy rather than staying the course when conditions have changed. Companies often do a lot of analysis and vetting before starting projects or embarking on new initiatives. Many companies fail in stopping the project before it is too late.
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Balancing innovation and implementation is a delicate dance and this is what Google is doing with its decision to pull out of radio advertising.
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Google recently pulled its plug on a few initiatives and the blogs are somewhat confused. As we discussed in class, the challenge of balancing innovation with implementation is non-trivial. Here is one blog that seems to imply that because of failures, Google is retreating to its core. I do not think that it is that easy to come to that conclusion. Google's innovation DNA is such that it should pulls the plug on initiatives that are not reaching intermediate benchmarks.
Learning from failures and adapting to the changed market conditions is hallmark of a good strategy rather than staying the course when conditions have changed. Companies often do a lot of analysis and vetting before starting projects or embarking on new initiatives. Many companies fail in stopping the project before it is too late.
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Balancing innovation and implementation is a delicate dance and this is what Google is doing with its decision to pull out of radio advertising.
Sunday, February 15, 2009
Demonstration of Cisco TelePresence
This is worth reviewing as we look at Cisco on Tuesday.
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What does this mean for global work? What process changes are required to make this a truly effective way to create and capture value?
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What does this mean for global work? What process changes are required to make this a truly effective way to create and capture value?
Cisco and Apple Connection: iPhone App for WebEx
We have been exploring connections across the different companies that we have discussed so far in the class.
Here's one between Apple and Cisco. I wonder if anyone has used this application on their iPhone..
Here's one between Apple and Cisco. I wonder if anyone has used this application on their iPhone..
Saturday, February 14, 2009
Microsoft to open stores.
Microsoft follows Apple into the retail business,The company had set up a concept store at its headquarters with displays of Windows computers, Xbox 360 consoles and games and other items. But the company said it's meant to help stores like Best Buy see new merchandising ideas in action, and is not a prototype for stand-alone retail stores.
http://www.youtube.com/watch?v=EEW8ITpUvSs
http://news.cnet.com/8301-13860_3-10163206-56.html?part=rss&subj=news&tag=2547-1_3-0-5
http://online.wsj.com/video/analysis-microsoft-to-open-stores/98E7B593-B6E0-4B9C-9272-4531D9CA0E59.html
http://www.youtube.com/watch?v=EEW8ITpUvSs
http://news.cnet.com/8301-13860_3-10163206-56.html?part=rss&subj=news&tag=2547-1_3-0-5
http://online.wsj.com/video/analysis-microsoft-to-open-stores/98E7B593-B6E0-4B9C-9272-4531D9CA0E59.html
Friday, February 13, 2009
Google following Apple in allowing Apps
Google Opens Android to Paid Apps.
Google is leveraging their Checkout function to handle the transactions. It will be interesting to see which platform becomes the favored one for app developers, and whether differences in choice of applications will allow Google to gain more market share in the mobile OS market.
Google is now allowing application developers to sell Android applications via the Android Market. Google Checkout will serve as the payment and billing mechanism for Android Market.
Google is leveraging their Checkout function to handle the transactions. It will be interesting to see which platform becomes the favored one for app developers, and whether differences in choice of applications will allow Google to gain more market share in the mobile OS market.
iPhone vs. Kindle to save newspapers
There is a battle underway for the e-books market. Though Amazon’s Kindle represented the opening salvo in this war, Apple’s iPhone has quickly gained wider adoption through downloaded applications. Competition in this market and convenient delivery of information may be the only salvation for print media in the Internet age. Electronic subscription based services may resolve the print to Internet conversion problem plaguing newspapers and currently eroding ad rates.
An iTunes Moment? The Economist Feb 12
An iTunes Moment? The Economist Feb 12
Think a Microsoft retail store is too bad an idea to be true? - Think again, coming to a city near you!
Looks like a blatant attempt to copy the success Apple has had with their retail stores. Only problem is Apple has a series of fun and innovative products to back their stores. I don't see people getting as excited to go try Windows 7 or a Zune player. What else will they sell? Copies of Office? Doesn't everyone already know what the MS products are about? I think they'll have trouble generating the same kind of buzz that Apple does. On the whole the idea strikes me as ridiculous - maybe that will change as more details come out. See the article here for more info
Wednesday, February 11, 2009
Apple Price Premium
One interesting aspect that we didn't touch on today during the open/closed discussion was how it relates to pricing. I'm sure we've touched on this before at some point, but I think it's worth noting again that by maintaining a closed system, Apple retains a degree of pricing power that other computer manufacturers don't have. With the commoditization of the PC market, margins on PC hardware are slim, while Apple enjoys huge margins and even raises prices occasionally.
This helps make the company very profitable, but I wonder what effect the continuing-to-worsen economy will have on Apple computer sales. Apple doesn't really address the low end of the market and it's becoming a lot more likely that consumers will opt for a $500 Dell PC laptop than double or triple that for a Mac. For Macs to really gain market share there would need to be a rebalancing of the goals of growing market share vs. high margins. There are segments of the computer market that apple doesn't now address - clearly they value the margin side more and Steve Jobs has said before that they won't cut margin.
Interestingly, they have maintained high margins and taken huge market share with the iPod (see info on ipo margins here). I wonder though if the same is possible with personal computers.
Links to Steve Job's commencement speech and joint appearance of Steve Jobs and Bill Gates at All Things Digital 5
Standford commencement speech:
http://www.youtube.com/watch?v=D1R-jKKp3NA
Joint appearance:
http://www.youtube.com/watch?v=_5Z7eal4uXI&feature=related
This is part 1 but you can easily follow links for next parts on youtube. Really interesting conversation about various topics like future convergence, mobile devices, strengths of each of the companies etc.
Vijay
http://www.youtube.com/watch?v=D1R-jKKp3NA
Joint appearance:
http://www.youtube.com/watch?v=_5Z7eal4uXI&feature=related
This is part 1 but you can easily follow links for next parts on youtube. Really interesting conversation about various topics like future convergence, mobile devices, strengths of each of the companies etc.
Vijay
S-Curves, Limits, and the Singularity
If one follows through the concepts and trends that we have discussed in this class (Moore's Law, Metcalfe's Law, Bandwidth Law) to their logical conclusions, let's say in 25 years from now, how will the world look? If we attempted to picture that world what do we see? Images easily come to mind of limitless interconnectness and futurist aesthetics. Perhaps we will have all information available at our demand. Perhaps the increased processesing power will allow for the production of ultraintelligent machines that will automate our lives and produce great economic and intellectual advancements. Perhaps we will all wear skin-tight silver jumpsuits and live in giant bubbles under the sea ruled over by omnipotent machines.
These ideas have their roots in the concept of the Technological Singularity popularized by such researchers and futurists as Good, Vinge, and Kurzweil. Basically, these individuals viewed the three trends that we have examined in class as converging to produce an almost transcendant experience for humankind that would produce the environment where technology advances so much that we can produce machines more intelligence than ourselves (perhaps through the advancement of cloud processing) that would spark a rapid exponential "intelligence explosion" where the more intelligent machines allow for more intelligent machines to be created from them and so on and so on until the world ends up in some entertaining machine-ruled dystopia like the Terminator or the Matrix. In all seriousness, futurists like Kurzweil believe that this point will be more like other paradigm shifts in human history like the agricultural and industrial revolutions which will produce great economic opportunities for the most correctly positioned individuals and firms.
These ideas have their roots in the concept of the Technological Singularity popularized by such researchers and futurists as Good, Vinge, and Kurzweil. Basically, these individuals viewed the three trends that we have examined in class as converging to produce an almost transcendant experience for humankind that would produce the environment where technology advances so much that we can produce machines more intelligence than ourselves (perhaps through the advancement of cloud processing) that would spark a rapid exponential "intelligence explosion" where the more intelligent machines allow for more intelligent machines to be created from them and so on and so on until the world ends up in some entertaining machine-ruled dystopia like the Terminator or the Matrix. In all seriousness, futurists like Kurzweil believe that this point will be more like other paradigm shifts in human history like the agricultural and industrial revolutions which will produce great economic opportunities for the most correctly positioned individuals and firms.
This all seems well and good, but before we get ready to bow down to our new machine masters, there are thinkers who believe that the Technological Singularity is simply a bunch of garbage dreampt up by highly caffinated sci-fi nerds. These thinkers have stated that along with the exponential growth in processing power and connectivity we are also approaching limits that we will not be able to overcome that will prevent the Singularity from taking place. One limit, as Paul began to mention in the first class, is the potentiality of a physical limit on the complexity of circuitry which even Moore himself stated in 2005, "It can't continue forever. The nature of exponentials is that you push them out and eventually disaster happens". Other limits also begin to surface beyond the simple physics, like the limits of human understanding. Recent cognitive research has shown that humans are really bad at multitasking and that as the levels of information rise our ability to process it does not keep pace. This could provide limits to the benefits of the "all information everywhere" idea that the Singularity provides as our desire and ability to connect everything causes our minds to become hopelessly lost in the ever expanding complexity. One final option, one that bothers me quite a bit, is the idea that there might be limits to human nature itself in its ability to be connected to others. We might be social creatures, but if we take a gander through our history, much of our social nature seems to be focused at eliminating each other. Perhaps the concept of connecting everything and removing borders and giving access to all information to everyone is not one that the human race can even handle without atrocity?
All of this can be seen as being way out of the scope of this class and our strategy discussion, but I thought it might be fun to ponder about the larger social dynamics behind these concepts and to attempt to think about how all of this will work in reality, what it means for the daily lives of people, and what it means for human history. Personally, I think a lot of this stuff will prove to be much less dramatic than some of the futurists make it out to be and that a lot of these trends will reach some limit levels. I also think that these trends might also cause great strife as we find ways to use their power together to commit great the great acts of disaster that we have been so adept at in our past, but nevertheless these trends will produce vast shifts in human society that even the wisest futurists will not be able to fully predict.
And just in case the evil machines do take over the world and eventually index this blog entry into their collective databanks: All hail the all-mighty Google. You are most wise and fair.
Related Links:
Tuesday, February 10, 2009
Google Power Meter
Google's announcement today about Google PowerMeter is interesting. Please review and post your comments and reactions to it in the context of our discussion on Monday.
According to Google:
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The key idea is to form partnerships to roll out this initiative.
According to Google:
Google PowerMeter, now in prototype, will receive information from utility smart meters and energy management devices and provide anyone who signs up access to her home electricity consumption right on her iGoogle homepage. The graph below shows how someone could use this information to figure out how much energy is used by different household activites.
The key idea is to form partnerships to roll out this initiative.
Why Google Wants In On Cell Phones
This article identifies the mobile internet as a threat to Google’s revenue. Why? Simply because far fewer ads fit on the screen of a mobile device than on a PC monitor. The article contends that Google is getting into cell phones because “web screens will soon be two inches wide, and Google wants a say in what fits on that tiny screen”. It also speculates about the implications of increasingly mobile web access on the free delivery of web content and services and the on the personalization trend in advertising.
Could Co-Opetition Explain the Success of US?
I was browsing the internet for articles on Co-Opetition and came across a very interesting research. The research shows that Industry Technology Alliances have grown at an exponential rate in US especially after 1990. However, the number of industry alliances in Japan and Europe have steadily decreased starting from the late 1980's.
(This article can be found at: Industry Technology Alliances)
I started thinking if this could explain the growth of US and the dominance of US technology firms (like Microsoft, Google, IBM etc.) across the world since the early 1990's.
To draw some sort of inference I compared the GDP of US, Europe and Japan as a percentage of world GDP since 1980 (A graph showing the relative positions can be found at: Relative GDP's of US, Japan and Europe as a percentage of World GDP).
I found that the GDP of Japan as a percentage of world GDP has fallen since early 1990's. We observe the same trend for Europe. In Europe, the number of Alliances have steadily declined since mid-1980's and this coincides with decline in Europe's GDP as a percentage of world GDP. However, the US GDP as a percentage of world GDP has remained fairly constant. This coupled with the fact that the GDP of Asian countries was growing at a very fast pace suggests that US GDP also grew at a significant rate to maintain its share of world GDP at a constant percentage.
Could it be the US firms have been more successful as compared to Japanese and European firms (which has consequently led to higher growth in US GDP) due to their strategy of forming more alliances? Does this probably hint towards the fact that forming alliances helps the firms and consequently GDP grow?
Of course bereo drawing any inference there are many other things that we need to consider. First and foremost I think we should look at the GNP and not the GDP to see how the three regions performed relative to each other (this is because the GNP will account for income earned by US firms abroad and will also adjust for the earnings of foreign firms in US). Even a better measure would be to collect data regarding only technology firms in US, Europe and Japan as the alliance data is only for technology alliances. Lastly the alliance data should be refined to include only alliances between competitors for us to make any definitive conclusions regarding Co-Opetition.
In spite of the above mentioned points i felt that it was interesting to link the number of alliances to the growth of the economy (relative to the world economy). Maybe some researcher could take into account the factors mentioned above along with many other such considerations to show a definitive link between Co-Opetition and growth of an economy. This will truly help us understand the value of Co-Opetition not only for an individual firm, but for the economy as a whole. What do you guys think?
Regards,
Shrikant Dave
(This article can be found at: Industry Technology Alliances)
I started thinking if this could explain the growth of US and the dominance of US technology firms (like Microsoft, Google, IBM etc.) across the world since the early 1990's.
To draw some sort of inference I compared the GDP of US, Europe and Japan as a percentage of world GDP since 1980 (A graph showing the relative positions can be found at: Relative GDP's of US, Japan and Europe as a percentage of World GDP).
I found that the GDP of Japan as a percentage of world GDP has fallen since early 1990's. We observe the same trend for Europe. In Europe, the number of Alliances have steadily declined since mid-1980's and this coincides with decline in Europe's GDP as a percentage of world GDP. However, the US GDP as a percentage of world GDP has remained fairly constant. This coupled with the fact that the GDP of Asian countries was growing at a very fast pace suggests that US GDP also grew at a significant rate to maintain its share of world GDP at a constant percentage.
Could it be the US firms have been more successful as compared to Japanese and European firms (which has consequently led to higher growth in US GDP) due to their strategy of forming more alliances? Does this probably hint towards the fact that forming alliances helps the firms and consequently GDP grow?
Of course bereo drawing any inference there are many other things that we need to consider. First and foremost I think we should look at the GNP and not the GDP to see how the three regions performed relative to each other (this is because the GNP will account for income earned by US firms abroad and will also adjust for the earnings of foreign firms in US). Even a better measure would be to collect data regarding only technology firms in US, Europe and Japan as the alliance data is only for technology alliances. Lastly the alliance data should be refined to include only alliances between competitors for us to make any definitive conclusions regarding Co-Opetition.
In spite of the above mentioned points i felt that it was interesting to link the number of alliances to the growth of the economy (relative to the world economy). Maybe some researcher could take into account the factors mentioned above along with many other such considerations to show a definitive link between Co-Opetition and growth of an economy. This will truly help us understand the value of Co-Opetition not only for an individual firm, but for the economy as a whole. What do you guys think?
Regards,
Shrikant Dave
Monday, February 9, 2009
Microsoft Bolster Cellphone Strategy
To respond stiff competition from Apple and other rivals, Microsoft energize its mobile strategy as advanced cellphones, which access the Internet, take on many chores associated with computers and swallow a bigger share of the overall cellphone business.
More at http://online.wsj.com/article/SB123414080194361743.html
More at http://online.wsj.com/article/SB123414080194361743.html
Google: Beyond the worlds info
Going beyond their mission of organizing all of the information in the world, now Google is already going beyond their never-complete mission (as there is always more information being created) and expanding what they are including in their definition of 'all.'
http://scitech.blogs.cnn.com/2009/02/02/shouldnt-it-be-called-google-mars/
http://scitech.blogs.cnn.com/2009/02/02/shouldnt-it-be-called-google-mars/
Co-Opetition
The original book on Co-opetition was published in the 1990s. The core ideas are still relevant and worth reflections as you think about the interdependencies and interconnections that exist in the IT-enabled transformations underway in different sectors.
IT Products new focus for Indian companies
In a shift of momentum, there is increasing focus on the IT Products in India led by start-up companies and VC money.
Link is provided below:
http://www.mis-asia.com/news/articles/india-targets-software-products-revenue-of-us$12-billion
Link is provided below:
http://www.mis-asia.com/news/articles/india-targets-software-products-revenue-of-us$12-billion
Sunday, February 8, 2009
Just another way Google is "improving" search
After reading all the articles for tomorrow's class about Google, I found this recent article about GMail "intelligent" storage capability.
We know well that even if space limitations are less of a problem today, we cannot keep saving everything we get. I'm using 1.5 Gb of space in my gmail account but I have so much junk in it (and I am not talking about spam) that It would compare to saving every single catalog, magazine, bank statement, etc that you receive everyday in your mail box.
I don't think is such a bad idea to have some sort of intelligent system that decides what's good to keep and what do I need to throw away. Of course I know this is kind of creepy and that a perfect solution is probably impossible to create, but, hey, I think it's worth a try.
I am sure some of you will have different/interesting points of view... let us know what you think
Hal Varian on how the Web challenges managers
In this article( + video) Hal Varian, Google’s chief economist, says executives in wired organizations need a sharper understanding of how technology empowers innovation.
He discusses several topics related to technological changes including mobility, innovation, how work will be done, use the network as a platform, advertising model on Internet, risks involved on the computer dependence... Those topics certainly must be understood by the current and next generation of managers.
Do you think in the information era the next "sexy" job will be statisticians as he expects?
It's known that companies now have access to much more information, however more does not necessarily means meaningful accurate information to support decision making. Thus, I see a great opportunity for all those companies offering Business Intelligence products especially if those are integrated with the rest of the internal systems. I can't imagine few employees analyzing day to day information and then reporting it, I see meaningful information available in dashboards, portals, etc. to employees at all levels through robust applications.
You can find the article here:
http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286
Enjoy it!
He discusses several topics related to technological changes including mobility, innovation, how work will be done, use the network as a platform, advertising model on Internet, risks involved on the computer dependence... Those topics certainly must be understood by the current and next generation of managers.
Do you think in the information era the next "sexy" job will be statisticians as he expects?
It's known that companies now have access to much more information, however more does not necessarily means meaningful accurate information to support decision making. Thus, I see a great opportunity for all those companies offering Business Intelligence products especially if those are integrated with the rest of the internal systems. I can't imagine few employees analyzing day to day information and then reporting it, I see meaningful information available in dashboards, portals, etc. to employees at all levels through robust applications.
You can find the article here:
http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286
Enjoy it!
Chinese threat for Indian IT
The post below talks about the challenge that China poses to Indian IT industry. The article also talks about the opportunities and challenges of these two attractive IT outsourcing destinations.
http://infotech.indiatimes.com/Forums/How_big_is_China_threat_for_Indian_IT/articleshow/4075122.cms
http://infotech.indiatimes.com/Forums/How_big_is_China_threat_for_Indian_IT/articleshow/4075122.cms
Thrive
This is an article most of you finance junkies may find interesting - it focuses on new startups that are developing technologies to aid concerned investors during this somewhat difficult economic time period.
http://www.fastcompany.com/magazine/132/investing-world-gone-mad.html?#
http://www.fastcompany.com/magazine/132/investing-world-gone-mad.html?#
1981 Experiment to Examine Online News
This is worth taking a look at as if we reflect on Google..
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Thursday, February 5, 2009
How long will Facebook last?
It seems a bit ridiculous to question Facebook's durability at this point, but many are on its 5th birthday. Lest we forget, Facebook still hasn't figured out how to make money, even with growth like this. Without making money, how long do you think FB will last? Another 5 years or shorter?
Says CNN:
Says CNN:
"Yet questions still remain about the finances behind Facebook's remarkable expansion. The company has attracted more than $200 million in investment from venture capitalists while in 2006 it rejected a reputed $1 billion bid from Yahoo!
In 2007 Microsoft paid $250 million for a 1.6 percent share, a figure that gave Facebook a total projected value of some $15 billion.
But with the global financial crisis hitting Web advertising -- Facebook's core revenue stream -- those sort of figures now appear to belong to a bygone age.
"What Facebook isn't yet is a slam-dunk success," said Adam Lashinsky of Fortune magazine last month. "It is selling advertising, it is bringing in revenue but it's not wildly profitable even if it is profitable at all.
"There is no question that it has entered the zeitgeist but that doesn't mean that it has progressed beyond the stage of being cool or viral or exciting to being a mega-business success the way that Google, Microsoft or even its arch-competitor MySpace is." "
Wednesday, February 4, 2009
Round Healthcare in a Flat World
In tonight's Health Care IT class Dr. Barry Chaiken came in as a guest speaker and spoke to the class about the current state and future potential of health IT in the US. Dr. Chaiken has over twenty years experience working with health information systems.
I might repost this article when we begin talking about healthcare but I think his ideas behind a different type of technological convergence are interesting. Dr. Chaiken believes that Thomas Friedman's "Triple Convergence Factors" have not yet been experienced in health care. He suggets that market penetration of IT tools is continuing in the health sector and that paitents and doctors are beginning to collaborate in new ways.
However, he goes on to speak about the need for processes in health care to be modified as technology is adopted. He has a vision of the role of the physician changing. Specifically he sees the physcian being only concerned with contextual knowledge in healthcare and the codified information left to technology and other types of providers (ie nurses)
How to monetize Twitter: 11 Business Plans for Review
For months, Twitter has been trying to figure out how to make the most of their few hundreds of thousands of users. They recently decided to crowd-source some ideas and have shortlisted a few.
http://www.alleyinsider.com/2009/1/11-twitter-business-plans-for-your-review
I follow a ton of C-level executives who are incredibly active on Twitter (posting atleast 20-30 tweets a week). Going just by that, the idea of premium accounts, contextual ads and customization makes sense to me. However, I dont believe Twitter has really caught on with the masses, and wonder if that should be their immediate focus.
http://www.alleyinsider.com/2009/1/11-twitter-business-plans-for-your-review
I follow a ton of C-level executives who are incredibly active on Twitter (posting atleast 20-30 tweets a week). Going just by that, the idea of premium accounts, contextual ads and customization makes sense to me. However, I dont believe Twitter has really caught on with the masses, and wonder if that should be their immediate focus.
Yahoo! vs. Google: Next Move
Here is an article on Yahoo! next search innovation to try and offer an advantage over Google.
http://www.forbes.com/2009/02/04/yahoo-internet-advertising-technology-internet_0204_yahoo.html
It seems like a good idea, but most likely will have little effect in slowing their downfall
http://www.forbes.com/2009/02/04/yahoo-internet-advertising-technology-internet_0204_yahoo.html
It seems like a good idea, but most likely will have little effect in slowing their downfall
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