ABC28
斗战胜佛
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- 2011-10-03
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你的意思是
人品立见高下？那个丹妹妹听着不太地道。
10亿投蜗村哪里了？黄浦江？
很多村里华人的房子都是这十亿开的高薪！
The Canadian government's wireless policy is clear 加政府无线政策十分清楚：将黑莓送入坟墓
- 主题发起人 ABC28
- 开始时间
很多村里华人的房子都是这十亿开的高薪！
- 注册
- 2003-09-30
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- 23,490
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- 1,373
- 注册
- 2003-09-30
- 消息
- 79,588
- 荣誉分数
- 23,490
- 声望点数
- 1,373
冷笑99声
从新再来
- 注册
- 2013-01-23
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- 732
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明白了，池老板投资的是窝村的房地产事业。
大事? 号召村民去加州, 每人加薪4万?中南兄是做大事的人！
可这里是升斗小民家长里短，柴米油盐的阵地。
要是有人砸你，是你自找的啊。
This article has a very COMPREHENSIVE on the fall of RIM/BB
http://www.theglobeandmail.com/repo...ackberry-is-failing/article14563602/?page=all
Below are some excerpts:
--------------------------------------
This investigative report reveals that:
The boardroom confrontation was a telling moment in the downfall of Research In Motion.
-----
An investigation by The Globe and Mail, which included interviews with two dozen past and present company insiders, exposes a series of deep rifts at the executive and boardroom levels.
....
Those divisions hurt the company’s ability to develop products just as it faced its greatest challenge from more nimble and creative rivals – and contributed to the downfall of Canada’s biggest technology company.
Once a fast-moving innovator that kept two steps ahead of the competition, RIM grew into a stumbling corporation, blinded by its own success and unable to replicate it. Several years ago, it owned the smartphone world: Even U.S. President Barack Obama was a BlackBerry addict. But after new rivals redefined the market, RIM responded with a string of devices that were late to market, missed the mark with consumers, and opened dangerous fault lines across the organization.
.....
It was a novel plan.....
But the plan ran into stiff opposition at senior levels. Not long after Mr. Heins took over as RIM’s CEO in January, 2012, he killed it, with Mr. Lazaridis’s support.
....
Mike Lazaridis was at home on his treadmill and watching television when he first saw the Apple iPhone in early 2007....he pried one open to look inside and was shocked. It was like Apple had stuffed a Mac computer into a cellphone, he thought....the iPhone was a device that broke all the rules. The operating system alone took up 700 megabytes of memory, and the device used two processors. The entire BlackBerry ran on one processor and used 32 MB. Unlike the BlackBerry, the iPhone had a fully Internet-capable browser. That meant it would strain the networks of wireless companies like AT&T Inc., something those carriers hadn’t previously allowed. RIM by contrast used a rudimentary browser that limited data usage.
.....
The product was the BlackBerry Storm....but “the technology was cobbled together quickly and wasn’t quite ready,” said one former senior company insider who was involved in the project.
The product was months late, hitting the market just before U.S. Thanksgiving in 2008. Many customers hated it.....But the Storm had failed to give Verizon Wireless the Apple-killer it coveted, and RIM soon abandoned the product.
...
If there were new rules of the game, RIM would require new tools. The summer after the Storm launched, Mr. Lazaridis bought Torch Mobile, a software development firm that created Internet browsers for mobile phones.
But the process of moving, or “porting,” the Torch browser onto RIM’s highly-customized system proved complex and time-consuming. RIM’s technology was based on Java computer code and an operating system built in the 1990s, while the Apple and Android systems used newer software platforms and standards that made it easier to build friendlier user interfaces. “This really meant we were not positioned for the future,” Mr. Lazaridis said. In order to survive, RIM would have to change its DNA.
....
Blackberry’s apps looked “uglier” than those programmed in more modern languages, and the simulator used to test the apps often didn’t recreate the actual experience, said Trevor Nimegeers, a Calgary-based entrepreneur whose software company, Wmode, has developed apps for BlackBerry. Further, RIM exerted tight control over developers before it would sign off on their apps for use on BlackBerrys, stifling creativity. “Developers wanted to be embraced, not controlled,” Mr. Nimegeers said. As a result, hot apps such as Instagram and Tumblr bypassed BlackBerry.
.....
One key to RIM’s early success was its corporate structure....
And as the company grew into a leviathan with $20-billion in annual sales, the structure sometimes made it difficult to get definitive decisions or establish clear accountability. That contributed to a chronic problem for RIM: speed. “They were always slow to market, and there were always delays in launching,”
...
Sometimes, feedback from customers that might inspire changes would die at middle management, because senior executives didn’t want to bring it to Mr. Lazaridis, a former insider said.
....
After relying on its own technology for so long, Mr. Lazaridis decided the company’s next advance would come from outside. In April, 2010, RIM announced a deal to acquire Ottawa-based QNX Software, a cutting-edge software maker that would provide the building blocks for the BlackBerry 10 operating system – the new platform Mr. Lazaridis knew the company needed.
...
Mr. Lazaridis decided he would isolate the QNX team and get them to focus solely on the new operating system, while leaving existing programmers to work on products for its existing platform, BlackBerry 7.
...
But first, RIM had to answer a key question: If it wanted to remake the BlackBerry on the QNX system, what was the best way to do that?
...These were not easy decisions. Discussions among the senior leaders in Mr. Lazaridis’ organization dragged on for a year – far too long, according to several insiders.
...
“We had bought a powerful operating system and needed to move to it. But the BB7 was late,” Mr. Lazaridis said. “Every week, I was getting requests for more hires, more resources. The conundrum was, how do I pull resources off the BB7 to rewrite all the apps on top of QNX?”
...
The QNX team’s first assignment was to work on an operating system for the PlayBook, RIM’s answer to Apple’s successful iPad tablet....The tablet, originally slated to come out in the fall of 2010, didn’t appear until April, 2011, and it failed to sell. It was an awkward accessory to RIM’s smartphones, and lacked e-mail, contacts and apps. Once again, RIM had missed the mark: Tablets that sold well worked as standalone devices, which the PlayBook wasn’t.
...
The PlayBook debacle and mounting delays of the BlackBerry 10 harmed the organization in other ways.
For years, Mr. Yach and Mr. Lazaridis had enjoyed a close working relationship. But as the well-regarded Mr. Yach began to question the company’s ability to hit deadlines on products, his views were dismissed and he was made to feel he wasn’t a team player, damaging their relationship, observers said. He left the company in early 2012.
....
If interested, please read the whole articles, and the interviews.
There is nothing the government can do, or SHOULD do, how can government be involved in all the CORPORATE business decisions, or involving in the conflicts between board members, and firing those incompetent managers? We are NOT living in a nanny state, we live in a democratic country, one of the best in the world.
The fall of Nortel is well documented in a lot of articles, and that in fact happened under Jean Chretien (who came into power, three back to back majorities, from 1993 to 2003 when he was ousted by Paul Martin gang group).
----------
http://www.theglobeandmail.com/repo...ackberry-is-failing/article14563602/?page=all
Below are some excerpts:
--------------------------------------
This investigative report reveals that:
- Shortly after the release of the first iPhone, Verizon asked BlackBerry to create a touchscreen “iPhone killer.” But the result was a flop, so Verizon turned to Motorola and Google instead.
- In 2012, one-time co-CEO Jim Balsillie quit the board and cut all ties to BlackBerry in protest after his plan to shift focus to instant-messaging software, which had been opposed by founder Mike Lazaridis, was killed by current CEO Thorsten Heins.
infographic
The roller-coaster ride of BlackBerry’s shares
Video
Video: Who is Prem Watsa? The man who aims to save BlackBerry
Timeline
Timeline: The rise and fall of BlackBerry
Market View
Video: Market View: BlackBerry lets the numbers speak for themselves
gallery
In pictures: The evolution of BlackBerry's mobile devices
- Mr. Lazaridis opposed the launch plan for the BlackBerry 10 phones and argued strongly in favour of emphasizing keyboard devices. But Mr. Heins and his executives did not take the advice and launched the touchscreen Z10, with disastrous results
The boardroom confrontation was a telling moment in the downfall of Research In Motion.
-----
An investigation by The Globe and Mail, which included interviews with two dozen past and present company insiders, exposes a series of deep rifts at the executive and boardroom levels.
....
Those divisions hurt the company’s ability to develop products just as it faced its greatest challenge from more nimble and creative rivals – and contributed to the downfall of Canada’s biggest technology company.
Once a fast-moving innovator that kept two steps ahead of the competition, RIM grew into a stumbling corporation, blinded by its own success and unable to replicate it. Several years ago, it owned the smartphone world: Even U.S. President Barack Obama was a BlackBerry addict. But after new rivals redefined the market, RIM responded with a string of devices that were late to market, missed the mark with consumers, and opened dangerous fault lines across the organization.
.....
It was a novel plan.....
But the plan ran into stiff opposition at senior levels. Not long after Mr. Heins took over as RIM’s CEO in January, 2012, he killed it, with Mr. Lazaridis’s support.
....
Mike Lazaridis was at home on his treadmill and watching television when he first saw the Apple iPhone in early 2007....he pried one open to look inside and was shocked. It was like Apple had stuffed a Mac computer into a cellphone, he thought....the iPhone was a device that broke all the rules. The operating system alone took up 700 megabytes of memory, and the device used two processors. The entire BlackBerry ran on one processor and used 32 MB. Unlike the BlackBerry, the iPhone had a fully Internet-capable browser. That meant it would strain the networks of wireless companies like AT&T Inc., something those carriers hadn’t previously allowed. RIM by contrast used a rudimentary browser that limited data usage.
.....
The product was the BlackBerry Storm....but “the technology was cobbled together quickly and wasn’t quite ready,” said one former senior company insider who was involved in the project.
The product was months late, hitting the market just before U.S. Thanksgiving in 2008. Many customers hated it.....But the Storm had failed to give Verizon Wireless the Apple-killer it coveted, and RIM soon abandoned the product.
...
If there were new rules of the game, RIM would require new tools. The summer after the Storm launched, Mr. Lazaridis bought Torch Mobile, a software development firm that created Internet browsers for mobile phones.
But the process of moving, or “porting,” the Torch browser onto RIM’s highly-customized system proved complex and time-consuming. RIM’s technology was based on Java computer code and an operating system built in the 1990s, while the Apple and Android systems used newer software platforms and standards that made it easier to build friendlier user interfaces. “This really meant we were not positioned for the future,” Mr. Lazaridis said. In order to survive, RIM would have to change its DNA.
....
Blackberry’s apps looked “uglier” than those programmed in more modern languages, and the simulator used to test the apps often didn’t recreate the actual experience, said Trevor Nimegeers, a Calgary-based entrepreneur whose software company, Wmode, has developed apps for BlackBerry. Further, RIM exerted tight control over developers before it would sign off on their apps for use on BlackBerrys, stifling creativity. “Developers wanted to be embraced, not controlled,” Mr. Nimegeers said. As a result, hot apps such as Instagram and Tumblr bypassed BlackBerry.
.....
One key to RIM’s early success was its corporate structure....
And as the company grew into a leviathan with $20-billion in annual sales, the structure sometimes made it difficult to get definitive decisions or establish clear accountability. That contributed to a chronic problem for RIM: speed. “They were always slow to market, and there were always delays in launching,”
...
Sometimes, feedback from customers that might inspire changes would die at middle management, because senior executives didn’t want to bring it to Mr. Lazaridis, a former insider said.
....
After relying on its own technology for so long, Mr. Lazaridis decided the company’s next advance would come from outside. In April, 2010, RIM announced a deal to acquire Ottawa-based QNX Software, a cutting-edge software maker that would provide the building blocks for the BlackBerry 10 operating system – the new platform Mr. Lazaridis knew the company needed.
...
Mr. Lazaridis decided he would isolate the QNX team and get them to focus solely on the new operating system, while leaving existing programmers to work on products for its existing platform, BlackBerry 7.
...
But first, RIM had to answer a key question: If it wanted to remake the BlackBerry on the QNX system, what was the best way to do that?
...These were not easy decisions. Discussions among the senior leaders in Mr. Lazaridis’ organization dragged on for a year – far too long, according to several insiders.
...
“We had bought a powerful operating system and needed to move to it. But the BB7 was late,” Mr. Lazaridis said. “Every week, I was getting requests for more hires, more resources. The conundrum was, how do I pull resources off the BB7 to rewrite all the apps on top of QNX?”
...
The QNX team’s first assignment was to work on an operating system for the PlayBook, RIM’s answer to Apple’s successful iPad tablet....The tablet, originally slated to come out in the fall of 2010, didn’t appear until April, 2011, and it failed to sell. It was an awkward accessory to RIM’s smartphones, and lacked e-mail, contacts and apps. Once again, RIM had missed the mark: Tablets that sold well worked as standalone devices, which the PlayBook wasn’t.
...
The PlayBook debacle and mounting delays of the BlackBerry 10 harmed the organization in other ways.
For years, Mr. Yach and Mr. Lazaridis had enjoyed a close working relationship. But as the well-regarded Mr. Yach began to question the company’s ability to hit deadlines on products, his views were dismissed and he was made to feel he wasn’t a team player, damaging their relationship, observers said. He left the company in early 2012.
....
If interested, please read the whole articles, and the interviews.
There is nothing the government can do, or SHOULD do, how can government be involved in all the CORPORATE business decisions, or involving in the conflicts between board members, and firing those incompetent managers? We are NOT living in a nanny state, we live in a democratic country, one of the best in the world.
The fall of Nortel is well documented in a lot of articles, and that in fact happened under Jean Chretien (who came into power, three back to back majorities, from 1993 to 2003 when he was ousted by Paul Martin gang group).
----------
ABC28
斗战胜佛
- 注册
- 2011-10-03
- 消息
- 2,122
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- 86
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- 58
重大科技进步奖排行榜 is accumulation of the data from 重大科技进步奖. Who cares that"中国校友会网是什么东西".
