Xerox Phase

June 19th, 2010 admin Leave a comment Go to comments

Xerox Phase

It is time for Steve Ballmer to bail.

I don't pick on Steve for the fun of it - not entirely at least. I bring up the dreaded discussion of putting a new captain at the helm because after a decade with Ballmer as skipper, the good ship Microsoft is foundering, leaking between nearly every plank. In an era where everything changed, Microsoft changed too slowly and failed to catch rising tides.

Apple has not capitalized on everything and yet Apple now has a market cap larger than Microsoft (which we can take with a few drops of sea water since Apple's forward P/E ratio is more than 50% higher than Microsoft's, showing that navigators see better odds with Jobs on the investment horizon).

Peter Drucker wisely noted that "Business has only two basic functions - marketing and innovation." High tech is uniquely a product of both. Inbound marketing leads to innovation, or at very least appropriately channeling innovation. Since technology markets are in perpetual change, and since the Internet has accelerated change, the key goal of marketing becomes tracking change and anticipating where this will cause money to flow.

Microsoft missed almost every change of the last decade.

By "missed" I don't imply they ignored it. They simply failed to capitalize on the change in a timely manner, with a great product, or both. Here is a short list of huge opportunities that Microsoft flubbed:

The web: Microsoft owned and then lost ownership of the web experience. Their half-conceived attempts to create a rich Internet application infrastructure was eclipsed by Adobe (Flash), Sun (JavaScript) and other software. Even the iconic Internet Information Server - an IT product for Microsoft's core buyers - was effectively eradicated by Open Source (Apache).
Search: Like Microsoft and desktops, Google understood that owning the most fundamental product in a market is a good grounding strategy. Microsoft should have owned the search space, but every attempt was late and occasionally weird (like Live Search).
Smart phones: Smart phones are portable computers with built-in telephony. It is the closest thing to a desktop aside from pads/slates which are just now hitting market demand. Microsoft should have owned this space, but they missed the opportunity by not uniquely bridging their established dominance in desktops. Apple created something flashy while Microsoft should have bundled in email, desktop document tools and other office accoutrements.
Pads: Same as above but with a much sadder ending.
Music devices and music: Content has never been Microsoft's forte, so missing this opportunity might be understandable. Where as Jobs knows content (iTunes, Pixar, etc.) for Microsoft it is an afterthought. Owning the desktop in most households should have lead to a more complete and pre-packaged audio experience. Zunes don't meet the market and unlike a MacBook, iPod, iTunes combo, Zune does not deliver an experience that people want to talk about. Zune is a buzz kill.
Clouds: Cloud computing will be the new norm, and one that Microsoft failed to engineer out of fear of losing control of the data center. The future of the cloud space will be mainly VMWare and Linux, and rightly so as they strive and succeed in fulfilling the new whole product definition for data centers.

This roster covers only the opportunities Microsoft missed. The list of things Microsoft simply screwed-up is long as well, and has such monumental errors as Vista, security and MSNBC (seriously, have you seen the ratings on that channel - I've never seen negative Nielsens before). Vista, the next edition of Microsoft's XP bread-and-butter was a bummer. Lousy security is like owning a dog that invites burglars into your home. And littering a news channel with blatant activists contradicts the definition of "news".

It seems that under Ballmer, when Microsoft was not screwing up they were taking all eyes off of the ball.

You can tell when the market has dismissed you - it is when they quit talking about you, even while you are standing there. One news report from the All Things Digital conference shows that the tech world is now marginalizing Microsoft. According to the report:

They allowed the conversation to be focused mainly on competing products: Apple iPad, Google Android, Google Apps, Google search. Since these products have exposed weaknesses in Microsoft's own offerings, it was unlikely to work out well.

Not good. Not good at all.

I don't think Microsoft's board is going to immediately oust Ballmer. Yet stockholders have the convenience of leaving at a whim which causes stock prices to drop and the remaining owners to demand action. Given the recent and rather precipitous Microsoft share price drop, open shareholder revolt is not unthinkable. Microsoft has been accused of stealing and then popularizing other people's ideas, but that appears to be a former trait. Leading a market is best. Closely tailing a trend works even better, as Microsoft used to routinely prove. Doing neither is a long-term losing strategy.

Innovation and marketing require vision and leadership, and Ballmer has ten years of misfires that indicate he does not lead on these two fronts. Steve Jobs can see a market and conceive products for that market. Ballmer, though perhaps good at operations is not the visionary that Gates was or Jobs is.

As the Greek's say and know, the fish rots from the head down. It may be time to make some fish head soup at Microsoft.

Guy Smith is the chief consultant for Silicon Strategies Marketing. Guy brings a combination of technical, managerial and marketing experience to Silicon Strategies projects.

Directly and as a consultant, Guy has worked with a variety of technology-producing organizations. A partial list of these technology firms include DeviceAnywhere (mobile applications), ORBiT Group (high-availability backup software), Telamon (wireless middleware), Wink Communications (interactive television), LogMeIn (remote desktop), FundNET (SaaS), DeviceAnywhere (mobile applications), Open-Xchange (groupware), VA Software (enterprise software), Virtual Iron (server virtualization), SUSE (Linux distributions and applications), BrainWave (application prototyping) and Novell.

http://www.SiliconStrat.com

LCD Monitor Blue Shade Problem?

I have a Xerox 19" Widescreen LCD computer monitor. Just this afternoon it started having this problem: a light blue shade would come over the screen while in use, at first flickering, then a while later the shade would phase in and out intermittently.

I called my local Office Depot and spoke to a salesperson, who said it could either be a loose connection or it could be a problem with the liquid in the screen. I checked the connections and made sure they were tight. But the problem persisted.

I have had this monitor for about a year and a half, 20 months to be exact. So the manufacturer's warranty has expired. I bought the monitor for $200. Would a repair be too costly so as to not be worth doing?

What would cause an LCD monitor to be damaged like this? Should all LCD monitors be expected to develop a problem like this in less than two years of use?

Many thanks,
C.L.

i know this is probably redundant but have you tried the adjustments on the monitor? unfortunately repair will more than likely exceed the cost of a new one. our disposal society is extremely wasteful