If you were surprised when a senior Microsoft executive took the stage at Apple’s latest product launch last week, you need to brace yourself for more of the same. The spread of digital platforms, the ease with which collaborative networks can form, and the willingness of employees to work across newly porous corporate borders mean there will be more pacts between old rivals — and they will bring problems as well as benefits.
Explaining the unboxing of Alphabet, Google’s new parent, Larry Page, its chief executive, said appointing someone else to run the search company “frees up time for me to continue to scale our aspirations”.
After software engineering and financial engineering comes linguistic engineering. Google this week raised its market capitalisation by $25bn by shuffling around some executive jobs and changing its name to Alphabet. Who knew that swapping your tiles in a game of corporate Scrabble was worth so much?
I’ve seen things you people wouldn’t believe,” the villain played by Rutger Hauer reminisces at the end of the film Blade Runner after hauling Harrison Ford’s character on to a roof top and sparing his life. “People” is the operative word since Roy Batty is not a person but an android who escapes to earth from a space colony and takes revenge on the Tyrell Corporation, his creator.
Hisao Tanaka, Toshiba’s chief executive, gave a 15-second bow on Tuesday as he resigned over a $1.2bn accounting scandal. Mr Tanaka and seven other executives took responsibility for deceptions that started in 2008. Taro Aso, Japan’s finance minister, warned that this could “lose the market’s trust”.
Within seconds of the explosion of SpaceX’s Falcon 9 rocket on June 28, people who had been watching the live stream of the launch took to social media with a familiar line.
When Deutsche Bank named John Cryan as its new chief executive three weeks ago, the commentary had an insidious subtext. He has “an enormous brain”, one friend told the FT. “Very thoughtful,” said a former colleague. Ominously for Mr Cryan, these comments echoed those made about Vikram Pandit when he unexpectedly stepped down as Citigroup’s CEO in 2012. He was “too cerebral”, said critics of the Citi boss.
Coming to San Francisco for the first time in a few years brings home how much it has been transformed. Whatever you call what is happening — a boom, a bubble or a flood of money into what was known as new technology before the “new” became redundant — has augmented the city’s reality.
Sky’s victory over Skype in the European court is an odd affair, provoking some predictable reactions. For a start, there is a certain irony in the first European tech start-up to build itself into a global brand being called out by a European court for it.
But when wealthy owners of brand names made out of generic and widely used words start to throw their weight around, scepticism is usually in order. What next? A freeze on Skyy Vodka? A brake on the SkyTrains used in cities from Bangkok to Vancouver? How about a trade embargo against the Isle of Skye?
Consider this, though. While confusion between Sky, the satellite television provider owned by Rupert Murdoch, and Skype, the Microsoft-owned video calling service, seems unlikely based on current habits, those habits can change – and fast.
Entrepreneurs tend to see regulation as the enemy of innovation and progress.
But while it is true that watchdogs can struggle to keep pace with fast-changing markets and to comprehend technology companies’ novel ways of working, it is hardly surprising they sometimes resort to random barking.
Steve Jobs’ acolytes say Becoming Steve Jobs paints a more fitting picture of the Apple founder than Walter Isaacson’s “authorised” 2011 life. Most neutral readers who plough through another 435 pages of Jobsiana, will neither know nor care. But the battle of the bios will have been worth it if it sounds the death-knell for the worst of all management memes: the leadership lesson listicle.
Whenever chief executives babble about “ecosystems” — as they often do — I picture one of those school biology diagrams of a pond: bacteria at the bottom, algae floating on top, and maybe a stickleback or two darting about below the surface.
The San Francisco trial pitting Kleiner Perkins Caufield & Byers, one of Silicon Valley’s oldest and most venerable venture capital firms, against Ellen Pao, a former junior partner who claims that she faced sexual harassment and discrimination, has forced an institution that prefers to remain private into the public gaze. Among other things, it has raised questions about how well John Doerr, its de facto leader, knows his own firm.
Here is a quiz: with which big three auto companies has Google partnered to build a self-driving car? If you guessed Ford, General Motors and Fiat Chrysler, you are wrong. The correct answer is Bosch, Continental and Delphi, three of the industry’s global suppliers.
Can a man speak for women’s experiences? It is a perennial issue, leading to charges in the Twittersphere of “mansplaining”, explaining things to women that they have more expertise on themselves.
The controversy re-emerged this week, centred on Vivek Wadhwa, a lecturer at Stanford University. A blogpost by Amelia Greenhall, a tech blogger, forcefully described her anger at Mr Wadhwa having become the go-to guy for opinions on women in the tech industry.
“Many tech feminists (such as myself) like to mock Vivek Wadhwa as “The Guy Who Gets Paid to Talk About Women in Tech,” but what he does is a serious problem that hurts women in tech in tangible ways. By appointing himself the unwanted spokesman for women in tech he has kept actual, qualified women’s voices from being heard widely in the mainstream media.” Read more
Uber – arming up (Getty)
I did a double-take at Uber’s decision to fund driverless car research in partnership with Pittsburgh’s Carnegie Mellon University. Not because I think it is a strange departure for a company whose relationship with drivers is key to its success (though if I were a young Uber driver, I wouldn’t count on the job for retirement income). It was the juxtaposition of the names Uber and Carnegie that stood out. Read more
Nicolas Brusson, the founder of BlaBlaCar, the French ride-sharing start-up that in June raised $100m to expand across Europe, got the biggest laugh of the week at the DLD technology conference in Munich. Asked about operating in a “single market” with 28 sets of laws and regulations, he replied: “When you start from France, everything looks simple.”
Wobbling among the Elsa princess outfits and the dinosaur models at the Toy Fair in London’s Olympia exhibition centre this week was a four-foot, buildable robot, the $399 Meccanoid G15 KS.
With its big saucer-shaped eyes and moveable limbs, the toy has revived interest in its maker: Meccano, which was created by the British toy maker, Frank Hornby, a century ago.
Spin Master, the Canadian company that bought Meccano in 2013, hopes it will be essential kit for parents hoping to get their child interested in building and engineering.
It is very much in the spirit of the “maker movement” — an enthusiasm for manufacturing and making things, helped in part by the rise of 3D printing. Read more
© Charlie Bibby
It was a kinder, gentler and more strategic Travis Kalanick, founder of Uber, who took to the stage at the DLD technology conference in Munich on Sunday to offer the mayors of European cities a “new partnership” with the ride-hailing network, rather than a bitter legal and regulatory battle. Read more