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My latest article written for CBS.

“Visit the nearest bookstore and you will find uncountable volumes on team building, hiring, and personnel management. Browse the Internet and you will discover scores of articles, blog entries, and other content devoted to the topic. There is a good reason for this amount of attention to the topic. A leader cannot act alone and is only as good as his team. When we talk about Steve Jobs, Bill Gates or Jack Welch, we mustn’t forget that there are people behind them, a team that supports and enables them.

So, given the abundance of writing on the subject out there, why this article?

The answer is simple: on an average, organizations suck at it — all the books and articles and other knowledge notwithstanding. As a consultant, I see a lot of environments, and the sheer number of teams that have a potential to be absolute stars, but are mediocre at present, is astounding. I would like to inspire the reader and provide some ideas for changing things for the better. I cannot be in every organization all the time to fix the problem, so this is simple way of leveraging the reading audience for maximum result.”

Read the rest of the article: http://blogs.techrepublic.com.com/tech-manager/?p=1620

In my post about Sun Microsystems from yesterday, I alluded to a decade-long trend of commodization of hardware, pointing out that Sun failed to reposition itself away from the narrow hardware focus.

Today, we are learning that Apple is beefing up its hardware capabilities, looking to start designing its own chips.  Today, they are supplied by a third party.

Why would they? Don’t they know that hardware is a commodity?

This is a classic decision point of buy/make or outsource/insource. Here is why the chosen direction makes sense for Apple:

  • microprocessors are not the Apple’s final product, so commodization does not matter at all;
  • the potentially higher price of a chip will be eclipsed many times over by the revenue generated by new device functionality made possible by precise customization;
  • there is a potential for shortening the time to market metric,  due to improved communication between the hardware group and other functions (software, sourcing, design, etc);
  • reduced “seepage” of ideas and innovation to rivals;
  • continuos improvement of chipsets becomes possible because, unlike with vendors, there is no meter running. Tinkering is inherently important to technological innovation;
  • and finally, strategically, hardware is important to Apple because all of its products are unique in their own way.

So, based on my experience in consulting on strategic decisions, I think it makes sense for Apple.




website www.bizvortex.com email ibogorad@bizvortex.com phone (905) 278 4753

 

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