Yes FLYINGSCOT, still doing OK anyway. How do we compare RIM and Nokia at this difficult period? Meanwhile, i dont think RIM can for go Blackberry - the only business portfolio performing well, even despite behind iPhone and Samsung.
@Hospice_Houngbo, I don't know if you can blame engineering too much... for all we know, they HAVE designed better products, but for whatever reason they haven't made it to market.
And also top management is responsible for hiring the people the people who hire these engineers... so ultimately it's still their fault if they failed to produce an organization that was capable of building solid teams of engineers.
Anyhow, it's sad to see RIM continue to struggle and slowly lose what was once a complete stranglehold over the enterprise market.
RIM is starting to look like it's simply against change, as evidenced by its half hearted attempts at making iPhone and IPad competitors. The blackberry PlayBook was by no means an IPad killer, and the company's touch screen smartphones were laughed off. I read sometime when the company's management said it won't change course (sturbborn management), the market horizons is shrinking. I think they need to make a turn to address that, otherwise that could be its total downfall
One of the most suprising things about RIM has been its inability to offerr a touch screen-based smartphone that can close to matching apple's iphone. The company's first storm smartphone was a mess, the storm 2 while better, still fall short. Now the Torch, with its slideout keyboard, it is so bulky to hold. RIM simply doesn't appear to see the value of new age smartphones like the iPhone or Samsung Galaxy S II.
Unlike many firms in the mobile industry, RIM's has two CEOs, this is not a good thing. Neither of the CEOs really knows what to do to be successful. Worse they're are sturbbonly clinging to the past idea. That's not not good for RIM at all.
I took a second look at the most recetn results and it's true their revenue gorwth was impressive. Sometimes it amazes me how compnaies can succeed in spite of themselves. There are a lot of embedded Blackberry users out there, but you can only ride your installed base for so long.
It is more than a problem with the top management. The engineering teams should also be blamed because they have not been able to design and put on the market devices that could compete with their competitors'. The answer to the Apple products came too late.
RIM story seems to be similar to that of HP, where the top managment has failed to give the right direction to its business re-orientaion in light of the changing market scenario. For both of these companies their golden days seem to be over and it will be a hard up-hill climb back for them.
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Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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