ibm Posts

Bits & Pieces…

Bits & Pieces…

As a tribute to the Dave Clark Five, this column consists of Bits & Pieces: Denouement of the Salesforce.com acquisition situation; What the recently announced IBM-GE-Verizon big data alliance means for the future of the category; Three much-hyped categories – cognitive analytics, plus two types of wearable devices – that have yet to cross the chasm; Thanks to successive breaches of corporate data, information security moves into the mainstream; Update on how well major on-demand businesses Airbnb and Uber are orchestrating change in their respective industries…

Who would be the best acquirer of Salesforce.com?

Who would be the best acquirer of Salesforce.com?

Rumors are swirling about the possibility of Salesforce.com finally becoming food rather than the feeder it has been through twenty or so small and mid-sized acquisitions. Analysts seem to agree that the possible acquirers are limited to four or five suspects – SAP, Oracle, Microsoft, IBM, and HP. This note examines in brief which of these five would be the closest to being the “right” acquirer of the company in strategic terms…

Can IBM Become Relevant Again? Sorting out the biggest basket case in tech (UPDATED)

Can IBM Become Relevant Again? Sorting out the biggest basket case in tech (UPDATED)

Since IBM announced its latest decline in revenues and profits and finally abandoned its much-publicized 2015 $20EPS goal, pundits have been understandably quick to pounce with their criticisms. Today IBM looks more broken even than HP was three years ago, when Meg Whitman became CEO and began her transformation of the company. What about IBM under Ginni Rometty’s stewardship? What should IBM’s role and strategy be going forward? And can this wobbly giant rejuvenate its business?

Playing the Power Game – The Route to Sustained Success in Tech

Playing the Power Game – The Route to Sustained Success in Tech

Why have companies like Apple, Google, Amazon, Microsoft, IBM, Cisco, Oracle, SAP, Salesforce.com, or VMware been so envied by competitors and partners over the years? And how have they come to command the lion’s share of customers’ business in their main categories? Part of the answer lies in their pursuit of Power balanced with a suitable focus on Performance, the essential corollary to Power as a lever for sustained success. In essence, companies like these have built a powerful franchise in at least one major product category where they dominate, which gives them “gorilla” power. Most companies can only dream of this type of success, largely because most entrepreneurs, CEOs, and management teams find themselves over-stretched by the demands of Performance – managing existing commitments – and thus unable to play for Power. Applying just one of these two levers is not sufficient – it is critical to play for both. Whenever companies neglect one over the other, they are quickly penalized by customers, investors, and/or partners, as we’ll see in this post.