Lenovo Surfs “Three Wave” Strategy to Success

Consistency may be, as Emerson noted, the “hobgoblin of little minds,” but for performance-focused analysts and investors it can qualify as the difference between a company “walking the talk” and one muttering incoherently in an alleyway. Why is that the case? Partly because it helps clarify central points for market-watchers who hope future events can be prognosticated from today’s tea leaves. In other words, the more often and regularly a business achieves its goals, the more likely they are to repeat themselves. Plus, reaching or exceeding those touchstones also signals that a company and its leadership knows what they are about organizationally and in market terms. Those are good points to consider when examining Lenovo’s latest 2017/18 Fiscal Year Q3 earnings report and the light it casts on the company’s overall performance and market prospects. To read the complete article, CLICK HERE NOTE: This column was originally published in the Pund-IT...

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Is Intel Melting Down? Hardly.

Hang around high-tech, or any other industry long enough and you learn that headline-worthy bad news comes in mostly predictable flavors. There’s good old executive malfeasance, often complicated by breathtaking greed and/or egotism. Plus, don’t forget what might be called Stupid Employee Tricks which can range from simple misadventures to cluelessly earnest activities whose idiocy or sociopathology is utterly lost to those involved. To be fair, not all negative headlines are internally-created, so be sure to mention shady activities by associates, like contractors and partners. Then there’s faulty/broken technology news. It’s difficult to speak of these events generally since they can range from marginal quality or manufacturing issues to catastrophic device failures. But despite their scope, what happens and how issues are corrected can get to the very soul of a company. Why so? Because since those processes are often also controlled by executive fiat and board-level decision making, their impact on a company’s brand and core strategies can linger for months or years. However, in best case scenarios, direct, intelligent action can help resolve the problems far more quickly and effectively than might be expected. That brings us to the current situation with Intel and the design points reported early in January that make many of its chips susceptible to security exploits called “Meltdown” and “Spectre.” To read the complete article, CLICK HERE NOTE: This column was originally published in the Pund-IT...

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The Dell/EMC Personalities Merge With VMware Gambit

Dell Technologies fascinate me largely because it is a very large merger that was not a near total disaster, in fact it was surprisingly well done largely because the two firms threw out the rule book. What fascinates me most is that that rather than being emulated by other firms, those firms seemed to look at Dell’s success, ignore it, and then went back to the flawed way of doing things. One thing I have been anticipating is a blending of strategic thinking between the firms. Dell seemed more creative and agile than EMC, but EMC seemed to be able to think out of the box, particularly when it came to customer care and organizational structure, better than Dell. But the idea that was floated in January that Dell Technologies would be acquired by VMware as a path to taking the joint firms public again reflects on the strengths of both firms. Whether it happens or not I think this is a very interesting development and one I also expect Dell’s competitors to ignore much like firms have ignored how Steve Jobs made Apple the most valuable company in the world. Let us talk about the VMware Gambit this week. To read the complete article, CLICK HERE NOTE: This column was originally published in the Pund-IT...

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IBM’s… Back to Kicking Butt

I’m ex-IBM myself and it gives me great pleasure to see my old firm do well. Well this quarter they didn’t disappoint with significant improvement in their new business initiatives, which are just short of 50 percent of revenue. You remember the mainframe, that platform that supposedly was dead back in the 1980s? Well, once again IBM showcased there is evidently life after death because that puppy grew more than a whopping 70 percent year over year. Let’s talk about IBM’s results and why IBM, after 100 years, is again able to perform at the top of their class. To read the complete article, CLICK HERE NOTE: This column was originally published in the Pund-IT...

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IBM—Innovation, Investments Fuel a Transformational Journey

Ocean-going ships offer one of the most commonplace images for describing large enterprise behavior. You know the drill, including allusions to the difficulty of stopping or turning aircraft carriers or oil tankers “on a dime.” Plus, there are the difficulties businesses face from iceberg-like challenges whose dangers are mostly invisible or unknowable. Such time-worn analogies often collapse into cliché, but the underlying concept has value. Why? Because though a ship may appear to travel in a straight line, the piloting process is one of non-stop motion, making countless adjustments related to constantly shifting tides, currents and circumstances. The task is also anything but rigid. Laid-in courses can be altered to account for changes in plans, and an experienced ship’s company can usually respond to expected and unexpected emergencies. These points are worth remembering when it comes to analyzing corporate behavior and performance, especially when considering long term trends and transformational issues. They also factor into two recent IBM announcements—its Q4 and full year performance in 2017 and its 25th year of patent leadership. To read the complete article, CLICK HERE NOTE: This column was originally published in the Pund-IT...

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