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Showing posts with label terms. Show all posts
Showing posts with label terms. Show all posts

Nov 9, 2012

Sony VP: We're Not Disadvantaged By Windows 8

"I wouldn't say it's a disadvantage," says Sony VP Steven Nickel. "I think the opportunity is just to see what Windows 8 brings in terms of mobility."

The day after Apple unveiled its iPad Mini, essentially the company's fifth-generation tablet, I trekked uptown to the W Hotel in New York's Union Square, where more than a half-dozen hardware makers had set up shop to showcase their competing devices. That week, Microsoft was launching its new operating system, Windows 8, the software breathing new life into mobile products from manufacturers such as Sony, HP, and Dell. At the same time, it's also the dependence these companies have on Microsoft that left them trailing years behind Apple in the consumer market. Wasn't such deep reliance on third-party software like Windows a disadvantage?

That's the question I posed to a slew of hardware makers that day, as part of our series on the disruption these OEMs are facing in a world increasingly dominated by smartphones and tablets--Apple, for example, now sells more iPads than these tech giants sell PCs. In candid conversations with top players from HP, Dell, Acer, Lenovo, Samsung, Sony, and Toshiba, we discussed a range of topics including Apple, inflection points, and the innovator's dilemma. For Sony Vaio VP Steven Nickel, the answer to my overarching questions--whether Sony's reliance on Windows hurt the company--was a simple one. "I wouldn't say it's a disadvantage," Nickel says. "I think the opportunity is just to see what Windows 8 brings in terms of mobility, and how it opens up opportunities for new form factors. It still enables us to do things that are unique to Sony. So I don't see it as limiting."

Nickel's answers contrasted many of those given by others, including execs from Dell and Acer, who felt their partnerships with Microsoft and Google for software had its handicaps. Nick's answers also contrasted, in some ways, some of the products he was there to demo. When I ask whether the company is experiencing any sort of innovator's dilemma, Nickel, who tends to delve into corporate speak, says, "Well for us, mobility is in our DNA. Thin and light mobile products are something that we really built a heritage on. To be able to have the operating system and the support around it to further enhance that capability, and to bring the quality that you expect from Sony to it--it enables us to take it to the next level."

Yet for all his talk of mobility--of thinness, of light products--sitting in front of Nickel was the Sony Vaio Tap 20, a gigantic desktop computer designed for what he referred to as "in-home mobility," which actually sounds pretty immobile. It's ironic that the day after Apple rolls out the iPad Mini--a device as paper-thin as it is wafer-light--Sony presents what's essentially the Tablet Humongous. At 20 inches and 11 pounds, the Vaio Tap is a coffin of a computer, seemingly requiring pallbearers to, as Nickel describes, "use it upstairs in the den as a desktop PC, or go down to the kitchen, to set it up to look at some recipes."

But Nickel also praised Windows 8 for the new form factors it enabled, especially compared to Android. "Android is more entertainment focused--that's something we really drive through the Sony tablets," he says. "Windows 8 comes at it from productivity. We're trying to merge somewhere in between--this idea of duel uses. People are now using their PCs for entertainment and productivity, and ultimately, that's what Windows 8 enables us to do. That's why you see these new exciting form factors."

Yet, again, the products in front of Nickel told a different story. Of the three products Sony decided to demo (including the suitcase-size Tap 20), one was the Vaio T13 ultrabook, a laptop not even designed for Windows 8. The device had been released over the summer for Windows 7; the company decided to reintroduce the T13 for the Windows 8 launch, with the same form factor, though the product now included a touch-sensitive screen.

Which made his answer all the more backward when I asked Nickel whether Sony's PC business had reached an inflection point, given the massive growth of Apple's tablet business. (Only the day before, Apple CEO Tim Cook boasted to the world that Apple had just sold its 100 millionth iPad.) "No, because I think you have all these exciting new form factors," Nickel says. "We can bring things to these areas that no one else can."

And I found it particularly surprising that Sony didn't decide to unveil its own standalone Windows 8 tablet. Given the success of the iPad, given the attention paid to Microsoft's Windows-based Surface tablet, and given that Sony already makes Android tablets, you'd think the company would create its own Windows 8 slate. Nickel would only say, "I think there is room for both ideas: for the hybrid [PC] with the attached keyboard, as well as a standalone tablet form factor. There is a fit and customer for each of those different solutions."

Instead, Sony demoed neither solution that day: not a standalone Windows 8 tablet, nor a hybrid PC with an attachable keyboard. Rather, the company showed off the Vaio Duo 11 laptop, a bizarre notebook that looks like something wrong in the PC-to-tablet metamorphosis (or mutation) process. A thick slab of a keyboard is glued to the bottom of the expensive device, and slides out rather than detaches, making the device either a particularly immobile tablet or a particularly second-rate laptop. Even the way these components work together--with lots of visible moving parts--looks slipshod. As one reviewer put it, "The exposed ribbon cable that attaches to the screen also gives me pause; it gives the PC an unfinished look, and I have definite concerns about its ability to hold up over time."

Ultimately, of all the products I played around with that day, Sony's showcase was easily the least impressive. With so many weak products, lost opportunities, and uncreative form factors, Microsoft should be worried--it too is relying on hardware makers like Sony to make Windows 8 a success. And with observations like the following, Redmond should be especially nervous going into the holiday season: "Overall, from Vaio's strategic point of view," Nickel says, "We're betting heavily on the touch aspect of Windows."

Yes, because touch screens are what will really set Sony apart from every single Windows smartphone, tablet, and PC on the market.


Source : fastcompany[dot]com

Nov 1, 2012

OpenText Bucks Financial Trends With Sterling Cloud Computing Performance

You may recall a couple of weeks ago we reported a pretty black week in terms of financial results with Microsoft, IBM and Google all putting in a miserable show for their respective financial quarters. Well, it took Canadian EIM Company OpenText to buck the trend, and it has done so in spectacular fashion given the poor state of developed economies.

Obviously OpenText is not as hefty as the other three information management gorillas we mentioned here, but the way they bucked the trend is instructive, and a lesson in how adaptability can make a big financial difference to the bottom line.

It wasn’t all smooth sailing for OpenText; its net income fell to US$ 19.4 million in spite of a 10 percent revenue increase, due to an income tax provision of US$ 16.2 million.

But even after profits were adjusted, it easily beat Wall Street expectations by a spectacular performance in the cloud computing space.

OpenText Cloud Computing

Keeping in mind that OpenText did nothing in the cloud computing space in the same quarter last year, of the company’s total revenue of US$ 326.2 million for this, its first quarter, US$ 44.9 million of this came out of cloud computing this year.

Clearly, OpenText, which has been developing its cloud offerings for a while, has built them up in such a way so as to ensure that even when economies around the world are still looking sickly, it can still turn a profit.

This is particularly telling when you consider the cloud offerings of Google, IBM and Microsoft and the fact that their cloud offerings couldn’t provide them with better quarters.

It may be that it is just taking longer for these companies to turn the cloud into money just because of the sheer scale involved, but even still, this shows OpenText as an agile company that is able to respond to not just technology challenges, but also to business challenges.

But enough plaudits here; this is not an advertisement for OpenText, but just an observation on the value of cloud computing done well to the overall health of a company.

OpenText Licensing

To underline that it is worth noting that OpenText’s licensing revenue fell 14 percent to US$ 55.7 million in the quarter, with its overall performance boosted by the cloud elements. This follows similar patterns with other IT companies as corporation’s hold off buying, and reflects possible problems with future demand here. License revenue broken down by vertical was a follows:

  • 18% financial services,
  • 18% services,
  • 17% from technology,
  • 12% from basic materials,
  • 12% from consumer packaged goods,
  • 9% from public sector

There are also a number of other verticals that are less well represented, which goes to show that information management is something that runs right across the board, with CEO Mark J. Barrenechea expecting demand to pick up here in the second half of the 2013 financial year.

OpenText’s Future

With a build up of steam around cloud computing, it is interesting to see what Barrenechea is expecting to happen in the coming quarters in this regard; after all, if it ain't broke, don’t fix it!

Just a quick aside in relation to future plans. Barrenechea also mentioned in the analysts call following the results that OpenText will also be investing heavily in developing its sales teams throughout the year. He said they will be building a multichannel sales organization, a direct sales force, a partner sales force, a telesales organization and even a self-service store over time.

But back to the real meat, which in this quarter and in the immediate future is going to be in cloud computing.

 

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Source : cmswire[dot]com

Sep 21, 2012

5 Collaboration Lessons the NFL Can Teach Businesses

shutterstock_86109352.jpgWith the recent official kick off of the NFL season, now seems like the perfect time to talk about what we can learn from the NFL in terms of teamwork and enterprise collaboration.

At this point, many of you are probably conjuring up images of your high school coach (of any sport) or maybe even one of the great ones from the big league, such as legends Vince Lombardi or Tom Landry. Some of the most inspiring “team” lessons on the field have come from these and other great coaches over the years.

Lessons from the Field

Today, however, I want to focus on what we can learn from behind the scenes at the NFL. Whether you like the product or not, you have to be impressed each season at how the whole thing just comes together. Most fans just take it for granted, but as a student of “process” and “collaboration,” I see it as a carefully orchestrated symphony, where all the players and instruments must come together at exactly the right moment, or disaster ensues. Ok, maybe the symphony is not the best analogy for the NFL, but you get the point.

Let’s set aside scouting, the draft, money and all other factors and focus on just one game. Obviously each team is responsible for its own stadium and organization, but for simplicity, we’ll assume for this example that most are alike.

There are thousands of people involved in getting everything ready for what amounts to a 3-hour event on a given Sunday. In no particular order there are: security, concessions, parking, ticket sales, suite services, grounds crews, AV staff, officials, players, press, broadcasters, radio, TV staff and more!

How Sunday Night Happens

Many of us have had challenges managing a team of five, let alone 5,000. So how does it work or perhaps more importantly, why does it work?

Here are a few broad observations from a collaboration and project management view:

1. Defined Scope

An NFL game must be the most defined project scope ever: get two teams to play a previously scheduled game according to a strict set of rules (profitably).

2. Get Everyone on the Same Page

Look around at an NFL game. I don’t know how they communicate or what technology they use to do so, but you’ll rarely find staff unsure of what’s happening. There’s a strict schedule, and everyone seems to know it (why does it feel that there aren’t a lot meetings taking place?).

3. Plan Plan Plan

The beauty of some of these games is in how easy things seem to go, but you and I know that is the result of careful planning. They seem to have contingency plans for everything (from triple overtime to lightning storms).

4. Team Members Know their Roles

For this one, we can start on the field. There aren’t a lot of offensive linemen running down the field on a slant to haul in a touchdown pass. Even most of the fans seem to know their roles: stay in the seat, spend lots of money and don’t try to play the game (I said most fans).

5. Clear Milestones and Deadlines

There are very clear milestones and deadlines for a game. Water the grass too late (or vacuum the turf?) and the teams can’t play. Open the parking too late and the traffic can effect a whole city.

As you sit down to enjoy a game, think back to April when the NFL released its schedule and think of everything that had to happen prior to Sunday to make it all possible. You might have to pause your DVR to take it all in. Then on Monday, when you return to face your own projects, keep in mind the basic principles of why something such as the NFL works on such a massive scale. It might give you a whole new perspective on Monday morning quarterbacking.

Title image courtesy of David Lee (Shutterstock)
 

About the Author

Sean Crafts is co-founder and chief customer officer of Mavenlink.

 
 

Source : cmswire[dot]com