No one will ever find themselves in precisely the position Jeff Bezos found himself in when he launched Amazon.com in 1994, with the ambition to create an online “everything store”. Instead, most competitors will – at least for now – have to learn from Bezos’s success.
On Monday, The Everything Store, which traces Amazon’s rise, was named FT/Goldman Sachs Business Book of the Year for 2013, partly, in the words of one judge, because of its management lessons.
I talked to Brad Stone, the book’s author, about what those lessons might be, and he outlined four. Read more
A video about how IBM’s supercomputer Watson took on human contestants in the Jeopardy game show was playing in the lobby of the company HQ when I visited in September. Read more
Steve Jobs has joined Lenovo. Well, almost.
Actually the truth is only a little less outlandish. Ashton Kutcher, the Hollywood star of Two and a Half Men, who recently played the Apple co-founder in the poorly-received biopic Jobs, is the Chinese computer group’s latest recruit: a product engineer. Read more
Googlers: Vince Vaughn, left, and Owen Wilson in the film 'The Internship'
OK, this isn’t actually my question but one posted on Quora, the question-and-answer website. Helpfully, Sam Schillace offers an answer. And he ought to know: in 2006, he and his co-founders sold Upstartle, the maker of Writely, a word processor that worked in a web browser, to the technology company and it became the basis of Google Docs. Read more
Two years ago, I awarded Angela Ahrendts a prize. The chief executive of Burberry, I thought, should be honoured for her tireless services to business jargon.
And so I made her my winner for Outstanding Services to Bunkum in recognition of the most baffling paragraph ever written by a CEO in an annual report. In her statement in the 2011 report she wrote the immortal words: Read more
Is Twitter showing its principles, or its lack of principals?
One striking thing about the Twitter S-1 filing for its initial public offering was that it will have a single class of shares, with equal voting rights. Unlike Facebook, LinkedIn and other recent Silicon Valley entrants to the public markets, it is trusting in shareholder democracy. Read more
Stephen Elop, ex-Nokia, soon-to-be ex-husband
I firmly believe boards need to be less squeamish about prying into their senior executives’ private lives, particularly when divorce is looming, because the corporate consequences can be grave. Now researchers at Stanford’s Graduate School of Business have broadened the debate to suggest that shareholders should worry about chief executives’ marital disharmony, too.
Divorce, they write, could undermine CEOs’ control and influence, affect their “productivity, concentration and energy levels”, and have an impact on their attitude to risk. They cite Rupert Murdoch’s split from Wendi Deng and the divorce of Harold Hamm, CEO of Continental Resources, from his wife. News of the first, thanks to a pre-nuptial agreement, left News Corp shares unmoved; news of the second, with no pre-nup, knocked 2.9 per cent off Continental Resources’ stock price as investors worried about the fate of Mr Hamm’s 68 per cent stake in the group. Read more