Ivan Seidenberg struck Verizon Wireless deal…
…with Vodafone CEO Christopher Gent in 1999
Verizon Wireless is one of those awkward corporate offshoots plenty of experts think are lucky to survive, let alone flourish into their teenage years. As I’ve written, the rough rule of thumb is that between half and two-thirds of business alliances and joint ventures fail. Yet while the 55-45 Verizon-Vodafone ownership of the US wireless group created plenty of headaches for both parents as it grew, from a management point of view it always looked pretty mature. Read more
By buying Siemens out of their telecommunications network joint venture, Nokia has strengthened the part of its business that is doing relatively well. But it does little to stop the rise of China within the industry.
The telecoms network industry is under extreme margin pressure and Huawei and ZTE, the two Chinese competitors, continue to expand their share. Meanwhile, both Nokia and Alcatel-Lucent have struggled. Read more
Spend one-and-a-half days at a Founders Forum event and it’s impossible not to get infected by the techie-enthusiast bug. The day after last week’s big get-together I found myself beginning a Bob the Builder story with my two-year-old: “It was a busy time in Silicon Valley.”*
The Financial Times is media partner with the event, and this year sponsored two prizes. Founder of the year was won by Ilkka Paananen, chief executive and co-founder of Supercell, the Finnish gaming company behind Clash of the Clans and Hay Day, while Eben Upton, founder of Raspberry Pi, the credit card-sized microcomputer, was awarded the One to Watch prize. Read more
When Nokia chief executive Stephen Elop booked the Grand Tarabya hotel in Istanbul for the group’s annual leadership meeting at the end of January, he planned a spectacular finale. As the meeting of 200 senior executives drew to a close, musicians introduced themselves into the room, playing Ravel’s Bolero, until the whole orchestra was present for the climactic bars.
What happens when the cluster you helped create falls out of love with you? It is a question BlackBerry may be asking itself just a week after relaunching with a new name and a new phone.
According to a New York Times report, after years of being the beating commercial heart of Waterloo, Ontario, the company formerly known as Research in Motion is no longer the destination of choice for top talent. “BlackBerry is now a last resort,” it said.
And if that wasn’t tough enough for a former emblem of Canadian ingenuity, its position has been usurped either by US companies, “including Google, Apple, Facebook and Microsoft” or graduates launching their own businesses. Read more
Ian Livingston, chief executive of BT, told me last week more than a third of the telecoms group’s staff are now engineers – a higher proportion than ever. But whereas their expertise once covered mainly the maintenance and repair of an analogue telephone network, he now expects them to do 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.
US national security concerns apart, China’s Huawei has one of the strangest governance structures of any multinational company: a “panel” of three chief executives each of whom rotates into the top executive role every six months.
On the issue of Huawei’s links with the Chinese military, the telecommunications equipment company has proved the equal of any western counterpart when it comes to using spin-doctors to push out a strong and consistent message that it has been maligned. But when it comes to the rotating CEOs, its founder, Ren Zhengfei (who is one of the trio), is remarkably frank that the arrangement is a bold experiment. “Even if we fail, we will not regret our choice because we have blazed a new trail,” he said in the most recent annual report. Read more