Come dine with me: Quid's Gourley takes on SAP's Graf (right)
“I refuse to accept that small companies innovate and disrupt and large companies don’t, because that’s fundamentally wrong.”
That was the response of Peter Graf, Silicon Valley-based chief sustainability officer of SAP, to some sustained needling from Sean Gourley, co-founder of Quid, at a debate I chaired last week at the FT’s Innovate America conference on the Stanford campus. (The full video is here – things really start to kick off about eight minutes from the end). Read more
BlackBerry bosses’ thumbs must be getting tired. The company’s acting CEO John Chen has banged out another open letter to “valued enterprise customers and partners”, sprinkled with acronyms and suggesting a return to the group’s “heritage and roots” in “enterprise grade, end-to-end mobile solutions”. Read more
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
A new account of “the fall of BlackBerry” in Canada’s Globe and Mail sheds light on the torment of the country’s once-mighty technology champion with some new revelations of internal rifts and missed opportunities. Four stand out for me. Read more
There is more than one way to lead in the smartphone industry, and China is at work on all of them.
No longer content to copy foreign products. China is developing brands to compete with Apple and Samsung. Xiaomi is known as its answer to Apple, and Huawei and ZTE, the equipment companies, have moved into handsets. Read more
I blame Wayne Gretzky.
Ever since the world’s greatest ice hockey player said a tearful good-bye to playing in Canada way back in 1988, his fellow Canadians have been smarting at the rules of big business.
Then, it was Gretzky’s move from snowy and quiet Edmonton to showy and glitzy Los Angeles. Now, 25 years later, the woes of BlackBerry, our one-time technological champion, have led some to wonder if national pride is again at stake. The putative bid by Toronto-based Fairfax Financial to take the company private has only added to the concern, with many analysts and investors unconvinced of the business case. Read more
The news that Stephen Elop is receiving a pay-off of €18.8m to move from Nokia back to Microsoft will be the last nail in the coffin of his reputation in Finland, where many people resent what happened under his leadership of the national champion.
Mr Elop’s decision, on becoming chief executive of Nokia in 2010 to bet the future of its mobile phones on Microsoft Windows software, didn’t work. He rejected the more obvious path of adopting Android for its smartphones. Instead, Nokia has struggled to turn Windows into a rival to the Google platform or Apple’s iOS.
As the Lex column notes, Mr Elop is getting the money despite Nokia’s market capitalisation having fallen from €28bn to €18bn under his leadership. That hardly suggests he deserves a big payout. Read more
The New York minicab service I used to favour communicated in code. When you rang and gave your address, the radio dispatcher would reply “five minutes” and hang up. This meant a cab would arrive at any time from one to 10 minutes later. “Seven minutes” meant 20, and “10 minutes” meant that anything, or nothing, could happen.
Many years back, an American friend who was visiting London from New York remarked on the odd way in which people were walking around with blocks of plastic held to their ears. “Why don’t they just use normal phones?” she asked.