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What If Yoda Ran IBM? 205

Posted by ScuttleMonkey
from the and-green-gene-was-born dept.
Esther Schindler writes to mention that one IT leader who came from big business found himself in quite another world when he transitioned into a smaller business, specifically with respect to the amount of attention from their vendors. He presents an amusing approach with a familiar twist. "Not only are the IBMs of the world leaving money on the table, they're also risking future sales. The IT leaders at small organizations will in many cases be employed by larger organizations someday. Why alienate them? Vendors could engage IT leaders in small organizations now and build brand loyalty. How could they make such a business model work? Let's imagine (with apologies to George Lucas) what Yoda might do if he were running a large consultancy."
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What If Yoda Ran IBM?

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  • by EmbeddedJanitor (597831) on Wednesday December 05, 2007 @07:06PM (#21591245)
    Which might be a Good Thing.
  • by postbigbang (761081) on Wednesday December 05, 2007 @07:07PM (#21591263)
    Every quarter, each publicly traded corporation must feed JabbaTheStockAnalysts, who will deem them more, or less capitalized by their whimsy, the weather, and other important factors.

    Yoda doesn't have a chance.
  • ahh Yoda.. (Score:2, Funny)

    by Anonymous Coward
    I was always wondering what's the name of that guy with the big ears, making the computers run..
    • "I was always wondering what's the name of that guy with the big ears, making the computers run.."

      You know, it's not very often that somebody on Slashdot mixes up Yoda and Mr. Spock.
  • Tag (Score:5, Funny)

    by Anonymous Coward on Wednesday December 05, 2007 @07:11PM (#21591311)
    Tag: stillsuckitwould :-)
  • by EmbeddedJanitor (597831) on Wednesday December 05, 2007 @07:12PM (#21591319)
    Nor is leaving room open for competition.

    These build a healthy industry in which you can play. Complete dominance of an industry is unhealthy (look at Old IBM or M$). Having competition gives you feedback which is vital for the long term success of a company. Trying to be all things to all people dilutes your business strategy too. Far better to leave some opportunites unexploited.

    • by jomama717 (779243) * <jomama717@gmail.com> on Wednesday December 05, 2007 @07:30PM (#21591471) Journal
      I would take it a step further than "not always bad" and say for a companies like IBM it is probably perfectly logical and necessary in a lot of cases. With the sheer size in terms of resources and infrastructure of IBM the overhead costs must be enormous. The cost/benefit ratio probably starts to even out long before a project gets down to $25,000 (from TFA).

      So it is not that the huge vendors are doing the little guys a favor by passing on small deals, it's that it just doesn't make any sense for them to pick them up. Small vendors fill a niche that large vendors can't afford to.
      • by rtb61 (674572)
        Perhaps you missed all the press releases that corporations love about mergers, you know, synergies, consolidation, minimising overheads, eliminating redundancies. It is not really overheads that give small business an advantage of big business. It is simply staff quality ie. staff members who fulfil more than one role at a time, real live team work instead of meetings and empty talk, staff who are successful at climbing the corporate ladder but are useless at their job and hiring more staff to do the work
        • by Rich0 (548339) on Wednesday December 05, 2007 @11:13PM (#21593103) Homepage
          A company like IBM can add some significant value to large customers:

          1. They have expertise in the kinds of hardware you'd find in a huge corporate datacenter. Your local small business probably doesn't need an EMC SAN, but a credit card company would. When this kind of stuff breaks you need major help in a major way - and you pay them in gold.

          2. They can handle enormous projects and be a single-point-of-accountability. Just write an eight-figure check to IBM and your problem goes away. And you have somebody to sue if it doesn't. Not just anybody can burn through that much cash and actually deliver something.

          Often big companies are a big waste to deal with, but in the right circumstances they are the best choice.

          For example, I've had two occasions to have to work with a consultant from Oracle. Both times they were insanely expensive, but both times they were worth the expense. It just doesn't make sense to have that kind of detailed expertise on-staff at all times, but when you really need them it is amazing who they can dig up. I saw one fix an extremely obscure file corruption on a VAX-based database product that hadn't been sold in about a decade. I consider myself fairly skilled in tinkering with software, but I wouldn't have known where to begin. They got it up and running in what seemed like a few hours, and educated some of our staff on what they did. They also gave a few recommendations that kept the problem from recurring. In the end they were well worth their price.

          If you're a small business you're almost better off finding somebody local - not necessarily a single person, but a small IT firm that will take care of you long-term. IBM doesn't hire people from your neighborhood - they'd burn your budget just flying people in. You just have to be careful that you don't end up with somebody without the discipline to solve your problems for the long-term (tossed-together solutions are just asking for trouble).
  • EASY! (Score:5, Funny)

    by CajunArson (465943) on Wednesday December 05, 2007 @07:13PM (#21591325) Journal
    All Yoda would have to do is look at any company and just say: "No, too old"
    Some of the companies would then get really bent out of shape and turn evil later, while other ones would just annoy Yoda until he gave up and threw them a support contract he never has to fulfill since he dies!
  • Yodanomics (Score:5, Funny)

    by clem (5683) on Wednesday December 05, 2007 @07:15PM (#21591339) Homepage
    Well, let's see. If Yoda ran IBM of the 1980's like he ran the Jedi Counsel, he'd probably remain fixed in his devotion to the old ways, overlook some growing threat and then watch helplessly as the order he watched over was overcome and twisted into an empire of unimaginable might.

    Wow. Thank goodness that didn't happen.
  • Let's imagine (with apologies to George Lucas) what Yoda might do

    Don't bring George Lucas into this. You'll end up with a lanky, obnoxious rastafarian running the place.
  • by ForestGrump (644805) on Wednesday December 05, 2007 @07:17PM (#21591351) Homepage Journal
    Run IBM I do.

    Feel the force...force of Cell processor.

    Conference not with a phone, but with the force.
  • by kindbud (90044) on Wednesday December 05, 2007 @07:24PM (#21591411) Homepage
    The company would be called Machines Business International, Yes.

    The CEO would be Steve Ballmer, the company would be run out of Redmond, WA, and it would market the dominant desktop OS in the world. But Yoda would think he was still in control running things out of Yarmonk.

    On the other hand, their servers would run quite well in damp conditions.
  • Yoda would use the force. Maybe instill do what you say you will and force it into the system. No exaggerated promises, caveats or missed deadlines. Perhaps be honest with the customer and not be so much on the dark side.

    Not just an IBM issue, goes for 90% of the service providing companies out there. The force only grows while the dark side is not present in greater numbers than the purist side.

  • IBM's #1 advantage is they are on every government and big corporate preferred vendor list, because they have entrenched sales forces who are excellent at pitching to upper management. They are great with the mainframes too.

    Other than that, what's good about them?

    Servers:
    IBM xSeries are junk
    IBM iSeries are treading water and relegated to vertical markets
    IBM pSeries makes Sun look cheap.

    Software:
    Tivoli - Sucks
    DB2 - Ok
    Lotus - Sucks
    Rational - Double Sucks

    Consulting services are the same as any big vendor. If y
    • by Nursie (632944)
      Umm, Tivoli Network monitoring and management is second to none. I mean that, none. They utterly dominate their market and for good reason.

      pSeries are good systems.
      Z leaves everything else looking cheap, underpowered and lightweight. And I mean lightweight, the top z box weighs two tons...

      iSeries I don't know much about, I'm not sure big blue are too huge on those any more either.

      x are great x86 systems. Dunno if they're special, but they're not bad either.

      Lotus, we can agree on. But rational? My god, what
      • Z leaves everything else looking cheap, underpowered and lightweight. And I mean lightweight, the top z box weighs two tons...


        Uh... Not Unisys Clearpath boxes. :-)

        • by Nursie (632944)
          Cool, will have to look those up, I have a weird interest in heavy machines. I thought z were about the largest (production, not specialty) machines going.

    • by dcam (615646)
      Rational - Double Sucks

      Damn straight. I was evaluating some automated test tools recently for the first time. One look at rational and I thought I'd stepped into a time warp and dropped out in 1997.
    • Re: (Score:3, Interesting)

      by bhmit1 (2270)
      IBM is a sales company first, a hardware company second, and a software company third, in that order.

      I've come into deals where I have to take my hat off to the sales person because I have no understanding how they made the deal happen. That's as much a complement as it is a criticism.

      The hardware is pretty decent, but you have to pay for quality and support. I don't know how many other vendors out there will be on-site in IBM's timeframe.

      The software lineup is made by acquisition. The one line that I kn
  • WTF? (Score:5, Funny)

    by Malached (1119819) on Wednesday December 05, 2007 @07:33PM (#21591493)
    "During my first year at Sequoia I concentrated on improving the processes that affect operational excellence." ... I annoyed the F*&%( out of the people who did the real work. "With these processes largely working, I must now spend my time providing a technological vision" .. when they started ignoring me, I came up with lots of useless documents, to pretend that I was actually worth the ridiculous sum I was paid.
  • Recalling just what part Yoda played in the first 3 episodes, I'd say he's already running IBM's consulting. That's why small businesses don't get any attention.

  • finally! (Score:5, Insightful)

    by blhack (921171) on Wednesday December 05, 2007 @07:39PM (#21591539)
    I have been saying this same thing for years with regards to IBM's AS/400 platform. Anybody who has every worked with one of these machines will tell you that they are absolutely, hands-down, the greatest database box available today.

    But.

    The only people running Os/400 are huge financial institutions who's annual I.T. budget ranges in the Millions of dollars. I can't get a copy of OS/400 to play with. Just can't do it. Not unless i want to spend a month's salary on it. Even then, i can't really DO anything with it (maybe have one connection to the database at a time).
    Now take linux/mysql. I use this combo ALL OVER THE PLACE. Any time i need to throw a database down, its a linux box with Mysql. Every. Single. Time.

    Why?
    Because i grew up playing around in redhat, suse, mandrake, and gentoo boxes and I feel like i know linux inside and out (although i'm sure i don't). I have complete confidence in myself to order some hardware, install a distro on it, and have a database up and crunching within a day.
    I have NEVER tried this with an IBM product because i simply CAN'T! I can't risk that significant of a portion of my budget for a toy that I may or may not be able to get working in time.

    I guess it works the same as what happened to my beloved coke machine today. They upped the price to $1.25. Nobody drinks coke anymore except the people who are REALLY addicted to it.
    Bastards.
    • Re: (Score:2, Interesting)

      by dwywit (1109409)

      I have been saying this same thing for years with regards to IBM's AS/400 platform. Anybody who has every worked with one of these machines will tell you that they are absolutely, hands-down, the greatest database box available today.

      Amen brother!

      The only people running Os/400 are huge financial institutions who's annual I.T. budget ranges in the Millions of dollars.

      Cite? My PPOE(2) had an annual IT budget around AUD$200K, and we managed to run as AS400 E35 + ~50 green-screen terminals and ~50 peecees o

    • Coke? (Score:2, Insightful)

      by Anonymous Coward
      I agree with you completely about IBM, but Coke?

      "I guess it works the same as what happened to my beloved coke machine today. They upped the price to $1.25. Nobody drinks coke anymore except the people who are REALLY addicted to it."

      Upped? Let's see, Coca-Cola was introduced in 1886 at $0.05. In today's money, that's $1.09. Wow, a whopping 15% price increase over a mere 120 years! Yow!

      They kept the price the same for 70 years [209.85.173.104] despite hugely fluctuating costs.

      Wait, that's price per serving. Initially Co
    • "They upped the price to $1.25. Nobody drinks coke anymore except the people who are REALLY addicted to it."

      Or who are smart enough to use hokey religions (buying in 24-packs) and ancient weapons (coolers or workplace refrigerators) to lower their costs to about 33 cents per can. Although to be completely honest, the smart ones already stopped drinking soda altogether.
  • by Phat_Tony (661117) on Wednesday December 05, 2007 @07:51PM (#21591627)
    He'd dual Bill Gates with a lightsaber?
    • by bckrispi (725257)
      No, but if he fights Darth Ballmer, we'll see how he can use the Force to deflect a thrown chair.
    • He'd dual Bill Gates with a lightsaber?


      Nay... Ballmer with a chair.... passionately shouting his warcry of "DEVELOPERS! DEVELOPERS! DEVELOPERS!"
  • on to one, migrate we would.
    Stolen, the suits would think it was.
  • ...Standardize We Must!! RPN, IBM change name we must!!
  • newsflash: (Score:5, Insightful)

    by Johnny Mnemonic (176043) <mdinsmore.gmail@com> on Wednesday December 05, 2007 @08:13PM (#21591771) Homepage Journal


    Big Co. pays more attention to potential customers who actually have money to spend with them. Also, some products are out of reach of small companies.

    Wah. If you don't know that a 17 year old, dressed scruffily, who hasn't shaved for 5 days, will receive less attention at a Mercedes dealership than the nattily dressed 40-ish man, you just don't live in the real world. Sure: the 17 year old could be Bill freaking Gates, or a rockstar. Or might become one some day, but will have been so soured on the treatment received that they vow never to buy a Mercedes.

    But frankly, almost all of the time, talking to the 17 year old is a waste of time at best, and at worst you lose the customer that is really ready and willing to spend money with you because you've ignored them.

    Y, it sucks. So it goes. You might argue that one of the ways that Microsoft got as popular as they did with CIO types is because everyone uses them at home, so 17 year olds that get their start troubleshooting home computers go on to CIO jobs and stick with Microsoft because they know it. But, frankly, if that was all of the answer Apple would rule the world--everyone in a certain generation used them at school, but it did not help their adoption in enterprise.

    btw: can we stop linking to CIO mag, please? It has the absolute worst S/N ratio of any online mag out there, and the article content generally isn't that good either.
    • Re: (Score:3, Funny)

      by mollymoo (202721)

      [CIO mag] has the absolute worst S/N ratio of any online mag out there, and the article content generally isn't that good either.

      Well, the articles are written by and for CIOs. When bullshitters are your target market ...

  • I've deployed systems for organizations 1/10 the size of what TFA describes that cost more than that.

    If IBM could make money providing services to size X companies, they would.

    If IBM doesn't want your business, take your business elsewhere.

    And isn't developing a disaster recovery plan his job?

    Let me see, now that he's got the whole "operational excellence" thing sorted out and he's made the "Executive Leadership Team" he wants to sit around all day dangling a whole $25K infront of consultants instead

    • Re: (Score:3, Funny)

      by Joebert (946227)
      What does that have to do with Yoda running IBM ?
    • by mollymoo (202721)
      They said they came fom a much larger organisation. That probably means they have never had to actually do anything themselves. They're probably a pure manager, totally non-technical. Managing your strategic planning is important, but I bet this CIO represents at least 20% of their IT salary budget, and it's just not that important.
    • by Alpha830RulZ (939527) on Wednesday December 05, 2007 @09:40PM (#21592403)
      Methinks the author of TFA isn't as experienced as he would have us think he is. $25,000 will only buy about 120 hours of any reputable senior consultant. The big firms will need about $400/hr. IBM properly realizes that they can't deliver any value for the budget, and is not wasting the author's time or theirs.

      The economics of consulting firms are such that you have to charge about 3 times the payroll cost of your staff to cover your costs and make some money. So, if you have a reasonably experienced consultant, who makes $120k a year (which is lowish in the bigger markets), you need to bill that person at $360k a year. Figure 70% utilization, or about 1400 hours a year, and you have to bill the guy at at least $250/hr. That's the economics of the big firms. The only ecosystems in which those firms can deliver value commensurate with their cost are the large client organizations. Hence, they quite rationally focus on them. I won't offer an opinion as to whether they can in fact deliver to that value - that depends on the team, the people, and the problem.

      This leaves a significant market out there which can be served by sole proprietor consultants for $100-150/hr. The author needs to go find himself one of those folks, and quit whining. If he had a business head on his shoulders, as he insists that he does, he'd be able to figure that out. Since he can't, I'm not sure I'd view him as likely to move up in the world to those larger firms, and I suspect that the vendors have figured him out as a weak player. I have never had trouble getting vendor focus when working in small firms, so it isn't impossible.
  • by dwalsh (87765) on Wednesday December 05, 2007 @08:14PM (#21591789)
    But this guy speaks asswards:

    "With such a small shop I have to spend a great deal of my time maintaining operational excellence."
    ...plugged out the the kettle from the UPS and plugged the server back in.

    "During my first year at Sequoia I concentrated on improving the processes that affect operational excellence."
    ...stopped answering user queries with "Have you tried turning it off and turning it on again?"

    "With these processes largely working, I must now spend my time providing a technological vision for Sequoia."
    ... 1 week surfin' = 3 slide vision Powerpoint.

    "As you can imagine, creating a fully functional disaster recovery plan requires an enormous amount of time--and, as I noted above, I've been focused on operational excellence, not long-term strategic planning."
    ... No, we have never tested restoring from the backups.

    You know what happened? IBM consultants met someone a bovine coprologist even mightier than them, and that scared them.
  • by Anonymous Coward
    Posting as AC to protect ex-employer and his clients.

    We were engaged to develop a large web app for a large not-for-profit (in the Care Sector) to replace their aged tape based mini-computers. We suggested IBM hosted services for hosting because of the incredible uptime you get with Linux VMs running on S390. IBM did not want to talk to the NFP directly however, despite their large (for that sector) annual budget. They wanted to have us acting as middlemen, for no apparent reason we could see. It was al
  • that's why they sell those calculators
  • by Doc Ruby (173196)
    "Machines, Business International"
  • by sr8outtalotech (1167835) on Wednesday December 05, 2007 @09:01PM (#21592149)
    I noticed from the article that $25,000 was the budget for implementing a fully functional plan. In addition the consultants must be experienced. Developing the plan is his job but I'm guessing his non-profit is not only cheap but has unrealistic expectations regarding what a disaster recovery plan that is fully functional entails. Being realistic, if their IT infrastructure gets wiped out by a flood, why bother with disaster recovery...they probably don't have the budget to replace anything before the insurance kicks in let alone have any type of backup sites/redundant infrastructure/replacement personnel available.

    Another implication of the article is that only large consulting firms can do a quality job that adheres to best practices. "I'd like access to the same expertise that my colleagues at larger companies have." Could he really mean, he'd like the same expertise that his colleagues have at larger companies but for $15/hr. Isn't that what Craigslist is for?

    I got out my bullshit bingo card and almost won...

    strategic concerns
    providing outstanding technology to our colleagues
    strategic value
    operational excellence
    operational excellence
    technological vision
    technical vision
    business vision
    operational excellence
    tried-and-true management principles
    best practices

    If only the same phrases weren't used over and over.
  • Fear leads to patents. Patents lead to lawsuits. Lawsuits lead to suffering....
  • easy (Score:4, Funny)

    by geekoid (135745) <dadinportland @ y a hoo.com> on Wednesday December 05, 2007 @09:03PM (#21592167) Homepage Journal
    His lack of vision would result in the employees getting murdered, and he would go hide in a swamp.

    • by Jesus_666 (702802)

      His lack of vision would result in the employees getting murdered, and he would go hide in a swamp.
      We seriously need to get this guy in charge of Microsoft.
  • NCR woulld seem to fit a bit more than IBM given some of its circumstances nearly following script. It'd fit given that it was a large company(similar to something Yoda would lead) with influence across the world, but then extinguished(via AT&T and Nyberg) to obscurity.

    That's not to mention that their local presence is all but going [building26.org] or gone, and with a similar touch.

  • by JeffSh (71237) <jeffslashdot&m0m0,org> on Wednesday December 05, 2007 @09:31PM (#21592327)
    This CIO is engaging the wrong type of firm for what he wants. I work for a "Premier IBM Business partner" in Lansing, MI and we do this type of work all the time. We put together HA/DR solutions and serve some surprisingly large customers despite our simple business partner status.

    Big blue takes a pass on work that is "this small", but that's what the partner network is for. We don't have the resources for huge projects, but we are perfectly geared for projects of this scope. Not only that, but we are focused enough to deliver quality product and quality customer service where big blue cannot. Additionally, due to our having a small but long-serving tech staff, we are not "green" as the writer complains. An organization the size of IBM simply is ineffective at serving projects of this size.

    He should have, or the IBM reps he was in discussion with, contacted an IBM business partner in his area that could have helped him. IBM Business partners have always been part of IBM's strategic vision and the author of this piece completely ignores them and the role they play.
  • Idiot (Score:3, Insightful)

    by chill (34294) on Wednesday December 05, 2007 @10:03PM (#21592559) Journal
    This guy is an idiot and I have no sympathy for him.

    He has what is a small to medium business and wants the 900-pound gorilla of the consulting business to cater to him? Turn this around. What is wrong with all those small to medium consulting businesses? Are they too small for his company to pay attention to them?

    Hypocrite.
  • by Gybrwe666 (1007849) on Wednesday December 05, 2007 @10:38PM (#21592845)
    Okay, look at the reality of what this guy is asking for:

    Sales time. Believe it or not, good sales people cost a lot of money. You have the choice of hiring a bad salesperson, who doesn't know what he's talking about or doing, or a good one. So a salesperson will run you, even in a crappy small company, $60k per year (plus 20% for bennies and taxes). Now, IBM needs someone who is, shall we say, better than good. They have lots of products, and they have to be able to deal with everyone from an analyst to a CIO. Not only that, but they have team behind them, usually comprised of some inside people and a sales engineer or two, to answer questions.

    So, realistically, you have about $500,000 in salaries, commissions, and benefits in a small sales team.

    Let's divide that by $25k. 25/500 = 20. That means that the sales guy, just to cover his costs, has to sell 20 deals a year to small businesses to make a living. Oh, wait. That's not the case. He needs to make a decent profit, as well. Lets put it at 25% or so, conservatively. So we're up to $625,000, or 25 deals a year.

    Oh, wait. That doesn't include the salaries of the engineer who does the work. Tack on an extra $150k or so for a top notch "Jedi Master". And that would be cheap. So were' up to $650k plus 25% margin, or $812,500. Or about 32.5 deals per year.

    Now, we all know that even a lightsabre wielding Jedi Master sales guy won't close every deal. So lets say, which is a huge gimme, that he can close 50% of the deals he is given. So he must now, conservatively, talk to 65 customers a year, bare minimum, to earn back his money and make a little profit.

    Oh, shit, we forgot expenses. You know, office space, cell phones, internet, computers, support, travel, lunches, dinners, visits to strip clubs.

    Tack on another $50k per year for that. Or 2 more deals closed (we're up to 34.5, if you were paying attention) or 69 customers talked to if he was lucky.

    That means we're averaging more than a deal closed per week, and, let me tell you, it doesn't happen that way.

    And we haven't even scratched the surface of expenses, including things like marketing, customer acquisition costs, back end support costs.

    The reason that IBM doesn't do this isn't because they don't want to. Its because they *CAN NOT*. This is not their business. They have a defined business plan. I can guarantee you that nowhere in that plan do they deal directly with SMB's for $25k deals.

    Instead, they have a very established partner network to deal with this. And some of those partners are quite good, quite knowledgeable, and employ guys with as much if not more experience than some of those IBM engineers. Sure, there are bozos. But if you do due dilegence in selecting a partner, you should be able to eliminate those quickly and quietly, especially if you have big business experience.

    Note: all of the big boys have a partner network. IBM, HP, EMC, Cisco. Plus all the others. Every single one. Some of them have gone to the extent of putting their top partners into their traditional stronghold space of Fortune 1000. Cisco is notable for having put partners into their Named Accounts many years ago.

    As full disclosure, I work for a company that has, at one time or the other, partnered with every one of those guys. Some of those partnerships were great. Some were a disaster. In every single one, we had highly qualified engineers with decades of experience in multi-discipline IT skills supporting our customers. In fact, one of those partners (won't name them but their one of the biggest of the big) used to slip us business on the side when the customer was unwilling to pay their rates (~$350/hour, travel exclusive) because they knew we could do the same job at less than half the cost.

    The point of being a small IT specialty business is to be able to provide a service to a completely different kind of customer. My company has ~25 full time employees in house. We have 450 or so on-sit
  • If Yoda ran IBM, he would miss an emerging trend, a new force that is seemingly allied to him would rise up and betray him, and he would lose a pitched conflict. Not that I was thinking about Microsoft and the OS/2 divorce and following Warp v W95 battle, but it seems like maybe Yoda already did run IBM...
  • by Orion Blastar (457579) <{moc.liamg} {ta} {ratsalbnoiro}> on Wednesday December 05, 2007 @11:59PM (#21593413) Homepage Journal
    Everyone knows that IBM uses Star Trek strategy and not Star Wars strategy. That is how OS/2 bombed despite having a "Star Trek" theme and name of OS/2 3.0 Warp.

    Just make an OS/3 based on Linux and call it OS/3 1.0 Yoda. Modify WINE to run the OS/2 API into Linux as well. Make sure that all IBM Windows software works on WINE, and has Linux ports as well.

    Instead OS/3 1.0 Yoda on every new IBM PC sold, and also port it to the Mainframe, iSeries, pSeries, etc systems as well.

    Design Yoda to be so simple that Young Jedis can use it as well as the older adults with no computer knowledge at all.

    Take the Firewall/AntiVirus protection and call it "The Force".

    License OS/3 1.0 Yoda to other OEMs like Compaq, Dell, Gateway, ASUS, Acer, etc.
  • Why do management types persist in "transitioning" which makes them seem inarticulate when "making the transition to" is right and easy? Is this a US/UK difference?
  • by Linker3000 (626634) on Thursday December 06, 2007 @04:23AM (#21594763) Journal
    Desks, lower would they be.
  • ... he'd have a translator on hand at all times.

    He'd ignore looming business threats until far too late, and then be the only director left standing after all the corporate bloodletting. Then he'd bugger off to a retirement in the jungle somewhere.
  • The SMB sector is hard to profit from because the operational structures and processes that IT firms use to standardized are geared towards larger deals. Just to walk in the door generally blows the budget. A $25K deal would be one persons time for 2 months including all the presales time. So the SMB customers have to come to us, not the other way around.
  • "Sequoia's IT team has nine members. With such a small shop I have to spend a great deal of my time maintaining operational excellence. However, my role must move from an operational one to one that is more strategic. During my first year at Sequoia I concentrated on improving the processes that affect operational excellence. "

    My PHB-dichlorian meter has just gone off the scale!

    "I do not have the expertise to create a plan that can withstand the scrutiny of auditors and Sequoia's board"

    Is this the CIO rag e
  • Darl McBride: "Copyright infringement? There's no copyright infringement here; pay no attention to these people."

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