As elusive as Bigfoot, as addictive as a Big Mac, as sinister as Big Brother: the lure of “big data” is perfect bait for fee-hungry experts hunting new business. It also poses untold risks to companies that fail to read the trend, or the data, correctly. Read more
Troy Carter, Lady Gaga’s manager, says he wants to know “how the fans smell”: he walks the arena during the star’s show to get a sense of how they’re receiving the act. Phil Clarke, chief executive of Tesco, has set in motion a retraining scheme for the UK retailer’s managers called “Making Moments Matter”, preparing them for face-to-face contact with customers.
Yet both men work for organisations (if Gaga can be described that way) that have also pioneered the use of technology – the Little Monsters Gaga fan site, the Tesco loyalty ClubCard – that helps them know their customers and run their businesses more efficiently.
The mixed approach they advocate illustrates a theme that emerged strongly from this week’s FT Innovate conference, where both men spoke: how to put the personal touch back in technology? Or, as Aimie Chapple of Accenture summarised at one roundtable session: how do you add the love to Big Data? Read more
Apple's iPad Mini
Who wouldn’t have wanted to be a fly on the wall when Apple’s senior executives were discussing pricing of the new iPad Mini? At $329 (£269 in the UK), the relatively high price now appears to be making investors nervous.
What would Steve Jobs have done? Overpricing of the original Macintosh computer – conceived as a $1,000 machine, which increased to $1,995 because of Jobs’ tinkering with the design – was one of the first big disagreements between Jobs and John Sculley, then Apple’s chief executive.
As Walter Isaacson writes in his biography of the late Apple founder, Mr Sculley’s decision in 1983 to add a further $500 to the price and charge $2,495, to help pay for the huge launch and marketing push, made Jobs furious: “It will destroy everything we stand for,” he said. “I want to make this a revolution, not an effort to squeeze out profits.” Read more
Larry Page, Google's chief executive
It isn’t often that the Daily Mail splashes on a US stock exchange announcement, so the fuss over Google’s botched disclosure of its third quarter results – and the plunge in its shares on Thursday – is a big event.
The lesson I take from it is that it is awfully hard for a public company to ignore the clamour of the stock market. Larry Page, Google’s chief executive, turned up on the earnings call to explain the premature release of the results, despite the medical condition that makes his voice hoarse.
When Google floated in 2004, Mr Page and Sergey Brin, his co-founder, insisted that they would ignore quarterly results and manage the business for the long term: Read more
Here’s a quiz: which large US corporation calls itself a “devices and services” company?
b) General Electric
d) Microsoft Read more
To read the scathing condemnation of Chinese telecoms equipment suppliers fired from Washington this week, you would think we still lived in another world. In that world, telecoms networks were built by national monopolies such as AT&T, France Telecom and British Telecom, and outsiders stayed away. Read more
It is bizarre to come back to London after seven years in New York to find the UK struggling to launch 4G high-speed mobile services and European companies lagging the US. “If we do nothing in Europe, all the innovation will fly away,” José María Álvarez-Pallete, chief operating officer of Spain’s Telefónica, told an FT conference this week. Read more
The outcry over Apple’s switch on its new operating system and iPhone to its own mapping technology rather than Google Maps strikes me as more serious for the Cupertino wizards than past glitches.
There have been widespread complaints over Siri, the voice-activated artificial intelligence application in the iPhone 4GS and now iPhone 5. But Siri is at least an optional extra, while maps are now a key product feature of smartphones.
The trouble is that Apple is playing catch-up with Google over its mapping technology – it switched to its own information service because it felt that Google was favouring Android phones, leaving the iPhone vulnerable. Read more