Jul 11, 2009
Jul 9, 2009
Clash of the Titans- Google VS. Microsoft
On Tuesday Google announced that it is going to launch its own version of an Operating System (OS). What a news!! a troubling one for Microsoft (MS) though. Google's OS will be called 'Google Chrome Operating System' and is going to be an open source version, available for download online. Yes, like other open source softwares it can be modified by engineers.
Google is already giving MS run for its money on the search business that Google dominates today. With this product, Google is kicking up its offensive against Microsoft by yet another notch. And its personal now. Chrome OS is a jab right at the heart of Microsoft's business and should be a major concern to them.
MS, no doubt has pretty much dominated the OS market by providing it as a default on all PCs. It is estimated that MS has nearly 90% of the OS market share. Even though with the initial OS launch Google seeks to target NetBooks (for now), there is no doubt that the next logical step is to go after the PC market. NetBooks running the Chrome OS will go on sale next year.
'Fight to the death' as it seems, has been ensuing for sometime. Ever since Google's search engine started gaining market share and Microsoft's share of searches dropped. As a counter attack MS entered the search space, rather late, but with significant and consistent investment in its own product Live Search. This fight continued, with Google launching its own version of the office suite, an online application than can be easily downloaded and with which files (docs, spreadsheets etc..) can be created and shared online. Then came the talk about Windows 7 being launched. Its supposed to be great for Netbooks and is much faster than other MS OS's. More recently came the 'Bing'. Microsoft's own improved version of their old Live search. Since its launch Bing has taken some of the market share from Google, most likely within the Microsoft loyalists and some who want to try it out. Yes there are still many MS loyalists- everyone is not for Google, yet! And now the Chrome OS by Google. A fight that does not seem to end.
Though the Chrome OS is a direct challenge to MS business, it is going to be an uphill battle for Google. An equally deep pocketed MS is going to do everything from reduced prices to lucrative corporate offers, to possibly a much better OS than ever before, to stop customer migration. I think to sustain its lead MS has to very aggressively push Windows 7. It will have to undoubtedly use very aggressive advertising campaigns to promote Windows 7 and its applications and Bing alike. I think MS should heavily focus on offline and online ad. channels with specific focus on Social media, which I am positive must be buzzing with conversations/ reviews and criticisms, as a way to reach a much more active customers base. I am confident that appropriate mining of social space will yield crucial information for both brands.
Chrome OS may not be an eminent threat for MS. It will take Google sometime to establish this product within the mainstream market, which has been, for decades, dominated by MS. Hence, while Google continues to improve its product, which undoubtedly is going to be a long road to a 'perfect' product (the only way they will be able to sway all those legacy MS OS customers), MS has little bit of a breathing room. But not enough for MS to relax. Chrome OS is a major threat. Essentially, to survive in the long run, MS will have to go guns blazing in its once unchallenged territory. I personally do not see an end in sight and it is very very early to say who will be the winner. But regardless of the outcome, which is in our hands as customers, we are undoubtedly going to see a fantastic clash of the titans.
Google is already giving MS run for its money on the search business that Google dominates today. With this product, Google is kicking up its offensive against Microsoft by yet another notch. And its personal now. Chrome OS is a jab right at the heart of Microsoft's business and should be a major concern to them.
MS, no doubt has pretty much dominated the OS market by providing it as a default on all PCs. It is estimated that MS has nearly 90% of the OS market share. Even though with the initial OS launch Google seeks to target NetBooks (for now), there is no doubt that the next logical step is to go after the PC market. NetBooks running the Chrome OS will go on sale next year.
'Fight to the death' as it seems, has been ensuing for sometime. Ever since Google's search engine started gaining market share and Microsoft's share of searches dropped. As a counter attack MS entered the search space, rather late, but with significant and consistent investment in its own product Live Search. This fight continued, with Google launching its own version of the office suite, an online application than can be easily downloaded and with which files (docs, spreadsheets etc..) can be created and shared online. Then came the talk about Windows 7 being launched. Its supposed to be great for Netbooks and is much faster than other MS OS's. More recently came the 'Bing'. Microsoft's own improved version of their old Live search. Since its launch Bing has taken some of the market share from Google, most likely within the Microsoft loyalists and some who want to try it out. Yes there are still many MS loyalists- everyone is not for Google, yet! And now the Chrome OS by Google. A fight that does not seem to end.
Though the Chrome OS is a direct challenge to MS business, it is going to be an uphill battle for Google. An equally deep pocketed MS is going to do everything from reduced prices to lucrative corporate offers, to possibly a much better OS than ever before, to stop customer migration. I think to sustain its lead MS has to very aggressively push Windows 7. It will have to undoubtedly use very aggressive advertising campaigns to promote Windows 7 and its applications and Bing alike. I think MS should heavily focus on offline and online ad. channels with specific focus on Social media, which I am positive must be buzzing with conversations/ reviews and criticisms, as a way to reach a much more active customers base. I am confident that appropriate mining of social space will yield crucial information for both brands.
Chrome OS may not be an eminent threat for MS. It will take Google sometime to establish this product within the mainstream market, which has been, for decades, dominated by MS. Hence, while Google continues to improve its product, which undoubtedly is going to be a long road to a 'perfect' product (the only way they will be able to sway all those legacy MS OS customers), MS has little bit of a breathing room. But not enough for MS to relax. Chrome OS is a major threat. Essentially, to survive in the long run, MS will have to go guns blazing in its once unchallenged territory. I personally do not see an end in sight and it is very very early to say who will be the winner. But regardless of the outcome, which is in our hands as customers, we are undoubtedly going to see a fantastic clash of the titans.
May 24, 2009
H0 : Innovation is executive management's priority, even in downturn.
A starting question in understanding the relationship between leadership and innovation is understanding if innovation (product or service) is in fact a priority for executives. My Hypothesis [ H0:Innovation is executive management's priority, even in downturn].
Hence, to prove that I recently created a poll on Linkedin. I hope to get responses from a diverse group of professionals, in the US and internationally. The survey can be found here (http://polls.linkedin.com/poll-results/39402/wbuag)- YOUR RESPONSE WILL BE VERY MUCH APPRECIATED.
While there exists research on this question, my desire to conduct my own survey stems from interest in capturing responses in a downturn. Many leaders and researchers agree that innovation is key a to firm’s success, especially in an economic slowdown. In my survey I seek to prove that and use it in my research paper that links leadership and innovation.
Hence, to prove that I recently created a poll on Linkedin. I hope to get responses from a diverse group of professionals, in the US and internationally. The survey can be found here (http://polls.linkedin.com/poll-results/39402/wbuag)- YOUR RESPONSE WILL BE VERY MUCH APPRECIATED.
While there exists research on this question, my desire to conduct my own survey stems from interest in capturing responses in a downturn. Many leaders and researchers agree that innovation is key a to firm’s success, especially in an economic slowdown. In my survey I seek to prove that and use it in my research paper that links leadership and innovation.
May 8, 2009
Disruptive Technology Growth Strategies for Incumbent Organizational Leadership - Overview of a Research
I just finished writing a research paper titled ‘Disruptive Technology Growth Strategies for Incumbent Organizational Leadership.’ The purpose of this research was to examine strategies through which incumbent organizational leaders can pursue disruptive technology in their organizations.
Today a new type of infrastructure is evolving one that is built on ever expanding broadband and computing capabilities. In our global economy this means organizations, due to the constantly advancing technology, will confront change of many forms. This trend is only going to continue, possibly more aggressively, since consumers’ dependence on and expectations from technology are growing.
ipod and iphone have redefined how we access media on the move. The concept of ‘Open Innovation’ has started a whole new era of open platform technologies that are used by Apple and companies such as Facebook, Myspace, Linkedin and Salesforce.com, to name just a few, have been able to exploit it very well. More recently, as discussed in the May '09 OMMA magazine, NY times is offering apps programming interface that lets developers use NYT data in other features. And then there is Kaltura, an open source online video platform, that is picking up fast and how quickly technology is evolving, resulting in new business models, one that is fully capable of competing with incumbent firms and technologies.
Increased competition and technological advances result in these new types of technologies, which have the capability to disrupt many existing businesses. Take an other omnipresent technology- the Internet. Since its invention it has evolved significantly and is shaping many industries. Most significant impact of the Internet can be seen on how we shop. Today more and more shoppers are going online, contributing to decreasing in store sales. Internet has also disrupted the newspaper industry, evident from the closing of many newspapers. Introduction of CD and DVD was disruptive to floppy disk and VHS market, practically shutting them down completely. Such is the power of "disruptive technology" - 'a technology that has the capability to destroy the value of existing technology and create new markets through the introduction of new kind of product or service.'
Needles to say, with a changing business landscape, executive leadership around the world is under constant pressure to perform and sustain profitable operations despite disruptive challenges. One of the most consistent patterns in business is the failure of leading companies to stay at the top of their industries when technologies or markets change (Bower & Christensen, 1995). While this changing landscape and supporting shift in digital infrastructure may seem to favor new technologies or entrants over incumbents, established companies can also compete in this market-place. For incumbents to be successful executives will need to change how they approach a business strategy and how they manage and differentiate between their existing products and disruptive projects.
In my paper I discuss various strategies that incumbent organization leadership can follow to not only stay on top of a competitive and a living landscape, but also develop organizational competencies that will help them sustain their businesses. If you are interested in reading the paper or discussing more about it, respond to this post with detailed intentions- thanks.
Today a new type of infrastructure is evolving one that is built on ever expanding broadband and computing capabilities. In our global economy this means organizations, due to the constantly advancing technology, will confront change of many forms. This trend is only going to continue, possibly more aggressively, since consumers’ dependence on and expectations from technology are growing.
ipod and iphone have redefined how we access media on the move. The concept of ‘Open Innovation’ has started a whole new era of open platform technologies that are used by Apple and companies such as Facebook, Myspace, Linkedin and Salesforce.com, to name just a few, have been able to exploit it very well. More recently, as discussed in the May '09 OMMA magazine, NY times is offering apps programming interface that lets developers use NYT data in other features. And then there is Kaltura, an open source online video platform, that is picking up fast and how quickly technology is evolving, resulting in new business models, one that is fully capable of competing with incumbent firms and technologies.
Increased competition and technological advances result in these new types of technologies, which have the capability to disrupt many existing businesses. Take an other omnipresent technology- the Internet. Since its invention it has evolved significantly and is shaping many industries. Most significant impact of the Internet can be seen on how we shop. Today more and more shoppers are going online, contributing to decreasing in store sales. Internet has also disrupted the newspaper industry, evident from the closing of many newspapers. Introduction of CD and DVD was disruptive to floppy disk and VHS market, practically shutting them down completely. Such is the power of "disruptive technology" - 'a technology that has the capability to destroy the value of existing technology and create new markets through the introduction of new kind of product or service.'
Needles to say, with a changing business landscape, executive leadership around the world is under constant pressure to perform and sustain profitable operations despite disruptive challenges. One of the most consistent patterns in business is the failure of leading companies to stay at the top of their industries when technologies or markets change (Bower & Christensen, 1995). While this changing landscape and supporting shift in digital infrastructure may seem to favor new technologies or entrants over incumbents, established companies can also compete in this market-place. For incumbents to be successful executives will need to change how they approach a business strategy and how they manage and differentiate between their existing products and disruptive projects.
In my paper I discuss various strategies that incumbent organization leadership can follow to not only stay on top of a competitive and a living landscape, but also develop organizational competencies that will help them sustain their businesses. If you are interested in reading the paper or discussing more about it, respond to this post with detailed intentions- thanks.
Feb 25, 2009
Role of Leadership in Creating a 'Learning Organization'. Learnings from 'The Fifth Discipline'
I recently finished reading a great book “The fifth Discipline”, by Peter Senge. I think this book is a must read for managers at all levels and for leaders of organizations. The book is primarily concerned about building a ‘learning organization’, an organization where people are constantly learning. An essential element for any organization to be successful.
According to Senge, a learning organization is one that is dedicated to decentralizing the role of leadership so as to enhance the capacity of people to work productively towards a common goal. It is one where people are continually learning to see the whole [organization] together. In my opinion this is missing in many organizations. Today employees, ranging from bottom of the pyramid to those in higher echelons, are so consumed by day to day grind, challenges and short-term focus that they barely seek the bigger picture- how to keep the company successful and competitive in the long run by using its most priced asset- employees.
Senge talks about following ‘Learning Disabilities’ that cause organizations to fail.
1)I am my position: Employees are unable to differentiate themselves from their role (their work) in the organization. Their definition of self based on what they do. This leads to a silo mentality, eventually resulting in little to no learning and eventually an organizations’ possible slow death.
2)The enemy is out there: This is when people play the ‘blame game’. Often the thought or attitude that someone else and not themselves is responsible for a problem is the cause for many corporates to fail. If you are reading this and you have worked in any organization, you know how prevalent this is in today’s work culture.
3)The illusion of taking charge: You think you are in control, but you are not. One fails to consider the entire organization in their thought process- meaning various interdependencies that exist that you may be unaware of or choose to ignore. But the truth is that these interdependencies will eventually result in your success or failure. This illusion also includes the failure to see how we contribute to our own problems.
4)The fixation on events: We tend to see life as series of disconnected events. Again, if you have experience in an organization you can relate to this. This is the failure to be able to link various events that have resulted in a certain outcome. It is looking at the events and looking for reasons and explanations about those events, without the ability or desire to look at the bigger picture. Always looking at short-term gains while forgetting long-term objectives.
5)The parable of the boiling frog: Often proven to be the cause of corporate failures. We only look at sudden changes and react to them, often unaware or unwilling to focus on subtle changes that could boil us to death. Here Senge gives the example of a frog. If a frog is placed in a pot of boiling water, its immediate reaction is to attempt to jump out of the pot. But if the frog is placed in a pot with water at normal temperature, it will be comfortable and stay there. Now slowly warm the water. The frog will get used to the heat and will continue to stay in it, till the water starts boiling and it is killed. How many times have we not witnessed this in our work life? There is a great example of Beer game in the book, which highlights this sudden reaction organization and employees have- panic driven actions that many managers and leaders take.
6)The delusion of learning from experience: While we learn from experience, we never really experience the consequences of our most important decisions. This is a classic situation where we fail to see the future results of our current actions. In many corporates the consequences of our decision today reflect only in years and possibly decades to come. Inability to see that can result in a firms failure.
Senge suggests that for leaders to build a learning organization, they should look at an Organization as a “Living System”. Not just a ‘money making machine’. The book also discusses eight strategies that are useful for leaders to build a learning organization.
1)Integrating learning with working: Too often leaders and organizations consider learning and working as separate from each other. But in reality they should be combined for an organization to succeed as a learning organization.
2)Starting where you are and with whoever is there: If you want to create a learning organization, you need to get started. Do not wait for this awesome piece of information to come your way- IT WILL NOT. Focus on pressing needs of people and make sure YOUR PEOPLE are on board. Else it will be a solo ride.
3)Become bicultural: Adapt a culture of ‘learning team / learning organization’ + ‘traditional’ culture- i.e. a company is there to make money. So it is important to encourage and motivate people to learn while they work, else the organization will stagnate and loose its competitive edge.
4)Creating Practice Fields: Avoid ‘passive learning’, i.e. make sure your employees learn in an active environment where they learn by doing.
5)Connect with the core of the business: Start by identifying ‘who you are’ and figuring out what your vision is. Once you do that see if that aligns with the organization’s. If these two do not align, how can the organization become a learning organization and grow? It can not.
6)Build learning communities: Within your organization encourage collaborative and team environment where employees learn.
7)Work with “the other”: Get out of your comfort zone and reach out across gender, race and other boundaries. Embrace diversity. If required, partner with other organizations in your industry.
8)Develop a learning infrastructure: A true and proven infrastructure that has defined management roles.
As Senge puts it, leaders are like designers of a ocean liner:. They are the ones who build and shape an organization that people (employees) will use/ work in. If people are forgotten while designing this marvelous masterpiece of yours it will not go far. Unfortunately, a true with many failed firms.
According to Senge, a learning organization is one that is dedicated to decentralizing the role of leadership so as to enhance the capacity of people to work productively towards a common goal. It is one where people are continually learning to see the whole [organization] together. In my opinion this is missing in many organizations. Today employees, ranging from bottom of the pyramid to those in higher echelons, are so consumed by day to day grind, challenges and short-term focus that they barely seek the bigger picture- how to keep the company successful and competitive in the long run by using its most priced asset- employees.
Senge talks about following ‘Learning Disabilities’ that cause organizations to fail.
1)I am my position: Employees are unable to differentiate themselves from their role (their work) in the organization. Their definition of self based on what they do. This leads to a silo mentality, eventually resulting in little to no learning and eventually an organizations’ possible slow death.
2)The enemy is out there: This is when people play the ‘blame game’. Often the thought or attitude that someone else and not themselves is responsible for a problem is the cause for many corporates to fail. If you are reading this and you have worked in any organization, you know how prevalent this is in today’s work culture.
3)The illusion of taking charge: You think you are in control, but you are not. One fails to consider the entire organization in their thought process- meaning various interdependencies that exist that you may be unaware of or choose to ignore. But the truth is that these interdependencies will eventually result in your success or failure. This illusion also includes the failure to see how we contribute to our own problems.
4)The fixation on events: We tend to see life as series of disconnected events. Again, if you have experience in an organization you can relate to this. This is the failure to be able to link various events that have resulted in a certain outcome. It is looking at the events and looking for reasons and explanations about those events, without the ability or desire to look at the bigger picture. Always looking at short-term gains while forgetting long-term objectives.
5)The parable of the boiling frog: Often proven to be the cause of corporate failures. We only look at sudden changes and react to them, often unaware or unwilling to focus on subtle changes that could boil us to death. Here Senge gives the example of a frog. If a frog is placed in a pot of boiling water, its immediate reaction is to attempt to jump out of the pot. But if the frog is placed in a pot with water at normal temperature, it will be comfortable and stay there. Now slowly warm the water. The frog will get used to the heat and will continue to stay in it, till the water starts boiling and it is killed. How many times have we not witnessed this in our work life? There is a great example of Beer game in the book, which highlights this sudden reaction organization and employees have- panic driven actions that many managers and leaders take.
6)The delusion of learning from experience: While we learn from experience, we never really experience the consequences of our most important decisions. This is a classic situation where we fail to see the future results of our current actions. In many corporates the consequences of our decision today reflect only in years and possibly decades to come. Inability to see that can result in a firms failure.
Senge suggests that for leaders to build a learning organization, they should look at an Organization as a “Living System”. Not just a ‘money making machine’. The book also discusses eight strategies that are useful for leaders to build a learning organization.
1)Integrating learning with working: Too often leaders and organizations consider learning and working as separate from each other. But in reality they should be combined for an organization to succeed as a learning organization.
2)Starting where you are and with whoever is there: If you want to create a learning organization, you need to get started. Do not wait for this awesome piece of information to come your way- IT WILL NOT. Focus on pressing needs of people and make sure YOUR PEOPLE are on board. Else it will be a solo ride.
3)Become bicultural: Adapt a culture of ‘learning team / learning organization’ + ‘traditional’ culture- i.e. a company is there to make money. So it is important to encourage and motivate people to learn while they work, else the organization will stagnate and loose its competitive edge.
4)Creating Practice Fields: Avoid ‘passive learning’, i.e. make sure your employees learn in an active environment where they learn by doing.
5)Connect with the core of the business: Start by identifying ‘who you are’ and figuring out what your vision is. Once you do that see if that aligns with the organization’s. If these two do not align, how can the organization become a learning organization and grow? It can not.
6)Build learning communities: Within your organization encourage collaborative and team environment where employees learn.
7)Work with “the other”: Get out of your comfort zone and reach out across gender, race and other boundaries. Embrace diversity. If required, partner with other organizations in your industry.
8)Develop a learning infrastructure: A true and proven infrastructure that has defined management roles.
As Senge puts it, leaders are like designers of a ocean liner:. They are the ones who build and shape an organization that people (employees) will use/ work in. If people are forgotten while designing this marvelous masterpiece of yours it will not go far. Unfortunately, a true with many failed firms.
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