If you are wondering where your transformational merger is going wrong, you may want to look in the toilets. After Lenovo bought IBM’s personal computer business in 2005, the Chinese company replaced traditional squat toilets in its Beijing headquarters with western-style sit-down bowls to put non-Chinese colleagues and customers at ease.
Sarah Gordon points out that Nokia and Sony have a set of problems that undermined their capacity for innovation. But they are far from alone in being victims of Apple’s success.
In fact, the list of Apple victims is long and stretches across the media and technology. Since Steve Jobs unveiled iTunes and the iPod in 2001, starting Apple’s decade long rise to dominance in consumer technology and electronics, his company has left many of its competitors wounded.
I think most obituaries of Robert Galvin – who helped take Motorola from a family firm to a $11bn leader in mobile phones – understate his contribution to management practice, for he was, at the very least, the godfather of Six Sigma.
The omission is understandable. Six Sigma – which focuses managers obsessively on improving quality and eliminating defects – was the process improvement technique of choice for large companies in the 1990s, but it seems to have faded from public view recently. I spent a day at General Electric’s Crotonville leadership development centre in September and I didn’t hear Six Sigma mentioned once. Yet 15 years ago, when Jack Welch was in his pomp, the air would have been thick with boasts about how many “black belt” leaders of Six Sigma initiatives GE had bred.