Strange bedfellows, indeed. But stranger things have happened. Google and Motorola Mobility comes to mind. But I agree that the biggest obstacle to any merger with RIM is the co-CEO structure and the apprent stubborness of aforementioned CEOs. If its earnings take any more hits, RIM won't be doing its shareholders any favors by not shopping around.
@Anna: No of course. I was just trying to make people understand that the answer to the question "what should Yahoo do next"? is not that easy to find out. I'm not saying that no action should be taking to address the company's current troubles but I don't think that a merger/alliance with RIM will likely happen.
@prabhakar - I tend to agree. I'm not sure that joining together two struggling companies is a recipe for success. Just the effort required to merge is a distraction from productivity...I think one of the partners in a merger needs to be in a good position.
Yahoo and RIM are the companies working in different domains. The only common things between the both seems to be that they are now lagging behind the competition in offering new products/services making their existing customers to look elsewhere.
I do not think that their merger will help either of them. Each one of them has to get merged with a stronger player in their domain.
Transitions are difficult and it's obvious both RIM and Yahoo are having problems transforming their operations. Theoretically, a company can exist forever but in order to do this, it must be flexible, adaptable and continuously evolving. These two companies are so far not doing a good job of competitive evolution.
Tirlapur, RIM won't adopt Windows OS or Android OS. I don't see the benefits for the company. It's Blackberry system is quite good but just not used by other companies. It's proprietary. If it adopts any of these two operating systems it loses the advantage it currently has and this won't distinguish it in the market.
Tirlapur, hiring and firing are very common in Yahoo. I think they used to fire the CEO's once in a year or 18 months. So far all the CEO's are expertise dignitaries and having a good tracking record, but nothing has happened. Like you most of us have similar thoughts.
If we are looking both the companies, they are king once in their respective field and now they are lagging very much behind the competitors. Both the companies need some sort of stimulations and extra pull for the upward journey.
@Anna, I think yahoo has already made several changes. It has hired Scott Thompson as its new CEO. I am sure Scott's deep understanding of online businesses will help Yahoo. Moreover by asking Jerry Yang to resign from Yahoo board of directors Yahoo has demonstrated its desire to grow.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
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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