Bolaji, i agree that RIM should follow YAHOO's lead and let Hein's give somewhat complete control. If there are people interfering on his decisions then he cannot steer this ailing ship.
Bolaji, you are right. They had lost their market shares in west and in most of the Asian and Middle Eastern countries. As we know in most of the Middle Eastern and Asian countries, government has interfered their blackberry service due to certain security concern. That pops a wrong command that, most of the terrorists are using blackberry service. This pave the way for other competitors to capture the market space with android based smart phones. I think in these areas, Samsung is the major beneficiary.
It is true that wherever the Apple or Android phones have reached , RIM has lost its market share. In India Samsung Galaxy Smart phones have become much popular with the younger generation and compared to Apple they are cheaper also. These are replacing the Nokia and Blackberrys
RIM still does not seem to take congnizance of its competitors.
Hospice, The RIM ex co-CEOs have handed power to a new CEO but they are holding tightly onto the leash. The positions they are keeping on the board of directors, coupled with their history with the company, seem to indicate they probably will be pulling the strings behind the scene.
Nemos, Hospice puts it well. RIM is in urgent need of a radical reform and the market understands this. They would have given the new CEO time to prove himself except that he started by saying he didn't think RIM had a need for any "drastic changes." Well, why are the two co-CEOs and co-chairmen stepping down? That's already a major change after months of opposition to the idea by the two men.
Further, Thorstein Heins, the new CEO has been with RIM for about four years and was previously chief operating officer, which means he agrees with the actions taken so far by his predecessors. The two ex-CEOs are also staying on in one form or the other. When Jerry Yang left Yahoo, he moved on and resigned all his positions. These guys are still intending to stay around.
Of course, you are right. You need more than 48 hours to prove yourself in a job but from experience, I can tell you the market (investors) has a way of getting this thing right and they don't seem to be in agreement with the appointment.
Douglas, RIM is actually selling very well in other developing countries and especialy in Asia and Africa. The company is doing very well in Indonesia and elsewhere simply because the hottest competitor hasn't arrived yet. RIM has lost market share in the West because Apple and Google Android phones entered the sector. Once Apple and the rest of the competition get into Indonesia, RIM would lose again.
It sounds like they did a great job of either user or industry adoption in the region. Seems like people caught on to the idea of using/enjoying the handsets.
"However, how we can judge negatively a CEO that he has only 48 hours as a chief ? "
@Nemos:
You are right, he should be given time to prove himself. The problem is that as soon as he was appointed, RIM shares fall. We would have expected better tidings, don't you think?
I liked the fact that you don't hide your words, and you say the things as it is, like a last SOS call. However, how we can judge negatively a CEO that he has only 48 hours as a chief ?
Obviousely, that was not the change that the market was expecting, but it seems that the former Co-CEOs Jim Balsillie and Mike Lazaridis still think that they are useful to the company and they will continue to heavily influence Heins's decisions. This way it would indeed be difficult for the company to make tournaround that would be necesary for its viability.
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.
To save this item to your list of favorite EBN content so you can find it later in your Profile page, click the "Save It" button next to the item.
If you found this interesting or useful, please use the links to the services below to share it with other readers. You will need a free account with each service to share an item via that service.
Tweet This
