The new year is upon us and, as is typical for this time of year, resolutions are one of the primary topics of conversation. With just over a week into the new year, it is very likely that the discussions of resolutions and goals have already begun to subside.
Unfortunately, for the many who do make resolutions, very few ever manage to achieve them. The reasons for failure are many but, more often than not, we either set the wrong goals or we fail to identify intermediate performance goals for the range of activities required to reach the final goal.
The diagram suggests that goals are determined by reviewing our needs and desires. However, what we desire most is often what we need least. For business leaders, strategy, goals, and objectives stem from a vision statement that reflects our purpose for being, our WHY. We are, in essence, Driven by Dreams and Powered by Goals.
What do the “right goals” look like? The John Whitmore model offers the following three (3) acronyms to help us discern the value and sustainability of our goals:
SMART: Specific, Measurable, Attainable, Realistic, and Time Phased.
PURE: Positively Stated, Understood, Relevant, and Ethical.
CLEAR: Challenging, Legal, Environmentally Sound, Agreed, and Recorded.
To be successful, resolutions, much like goals and objectives, require more than a simple statement of intent. We need a plan that describes how we’re actually going to achieve them. In other words, we need to define “the means to an end.” As suggested by the Whitmore model, the expression, “Fail to Plan – Plan to Fail”, is only partially true when we consider that our success also requires us to be sufficiently motivated and challenged to embark on, and endure, the journey.
What if …
Clearly, not everything goes as planned. There are risks and obstacles that must be considered and, where possible, addressed as part of the planning process. Contingency plans are as much a part of planning as the “master” plan itself.
While it seems impossible to “expect the unexpected”, black swan events do occur. How we respond to these events is often the “make or break” point of our journey. During this time, our commitment to our goals and perhaps even our vision will be tested. For this reason, our core purpose or “why” must be of sufficient value to sustain our efforts and give cause to overcome the distractions and setbacks that are sure to occur.
Goals without dates are merely dreams and, likewise, goals without a means to achieve them are meaningless. Motivate your team by instilling a vested interest through the development of a detailed plan that will be sure to inspire the team to not only follow up but to follow through on their commitments.
The scope and scale of a plan is dependent on the goals we are striving to achieve. We tend to underestimate the resources and effort required to accomplish the tasks at hand. The ability to identify detailed actions or tasks, required resources, responsibilities, and realistic timing will help to create a plan that leads to a successful conclusion, avoiding much of the confusion and frustration that poor planning can bring.
After all is said and written – it must be done. Execution of the plan – putting words into action – is how our goals become a reality. A variety of tools are at our disposal to manage our activities and progress ranging from simple white boards to professional project management software. However these activities are managed, we must ensure that we don’t get caught up in the management “process” itself and focus on the immediate tasks or actions at hand.
Additional learning occurs with every change or transformation process. As such, I prefer to use an “agile” approach that offers flexibility to change or evolve our “means” or “methods” without compromising the goal we originally set out to achieve.
Practice proves theory every time and the real proof of wisdom is in the results. We wish you all the best of successes to achieve the goals that you may have set for yourself and your team in 2013.
The time between Christmas and New Year’s eve is one of transition as we consider the events that occurred over the past year and prepare for the new year ahead. Experts are sure to present their annual summaries and will also attempt to “predict” what may be in store for us in the year to come. As lean leaders we also recognize the necessity to make and take the time for introspection and hansei (reflection).
Lean is by definition a perpetual transition from the current state to an ideal future state as we understand it. As our culture and technologies evolve, we continue to open doors to more opportunities and perhaps an even greater potential than first imagined. As such, we seek to advance our understanding as we pursue our vision of lean and it’s scope of application.
Lean is often described as a journey. While the vision is clearly defined, the means for achieving it continue to evolve and, as we’ve stated many times before, “There’s always a better way and more than one solution.” From a lean perspective, the Plan-Do-Check-Act (PDCA) cycle challenges us to consider every change as a temporary state where each subsequent iteration ultimately brings us closer to realizing our vision.
Recognizing that we are in a continual state of transition should give us cause to embrace the ideology that the nature of change can only be viewed as a temporary condition. True resistance to change should only occur when the vision itself is compromised. Similarly, the absence of a clear vision is also cause for resistance. We contend that where the purpose or vision remains constant, the means or the methods of achieving it – incremental or disruptive – are more readily adopted.
The “Change Curve” presented in the diagram above clearly suggests that the commitment to change progresses from Leadership to Change Agents and finally to the End Users with each “group” requiring an increasing span of time to absorb and embrace the change accordingly. A potential for frustration and resistance to change occurs when the next iteration is introduced before the change that precedes it has been adopted and “experienced”. For this same reason and as suggested in our post, “Apple’s Best Kept Secrets … May Be Their Worst Enemy“, companies (including Apple) must be careful to manage the frequency at which change occurs to avoid frustrating employees and potential customers in the process.
The absence of change or lack of evidence that change is coming is and should be cause for concern. Research In Motion’s (RIM) continued delays in releasing the BlackBerry 10 (BB10) resulted in lost confidence from investors and share prices dropped sharply in return. RIM’s attempts to “talk” through the company’s strategy and the future of the BlackBerry could not sustain their one time dominance of the smart phone market. Thankfully for RIM, the BlackBerry, slated to launch on January 30, 2013, is receiving raving reviews as a high quality next generation smart phone. Only time will tell if too much time has passed to win people over.
Lean leaders recognize that real change begins in the hearts and minds of every stakeholder and is a pre-requisite before any physical changes can occur. A learning organization embraces the concept of “transitional” thinking where each change represents the current level of knowledge and understanding. Where perpetual learning occurs, transitional thinking ensues, and subsequent changes mark our progress along the journey.
As we look forward to 2013, we thank you for your continued support and wish you the best of successes in the New Year ahead.
How is it that some leaders have a way to bring calm to crisis, chaos, and conflict, weeding out fact from fiction, and somehow setting the path straight for others to follow? The answer is quite simple, they have the tools and ability to make effective decisions efficiently.
I recognize that very few, if any, problems can truly be solved by searching for answers in a book. “The Decision Book” by Mikael Krogerus and Roman Tschappeler presents 50 models for strategic thinking where the objective is not to necessarily find the answers but to understand various models or methods that can be used to help discover them.
The models presented may be used to simplify problems or opportunities enabling you to make the best decisions possible. Deciding which model to use is simply a matter of reviewing the matrix presented on the inside covers of the book itself. The scope of application of each model is specifically targeted to one of four “How To” categories:
How to improve yourself
How to understand yourself better
How to understand others better
How to improve others
Concisely written, the models are presented in a manner that makes them immediately practical. Each model is typically presented with a single written page followed by an illustration to demonstrate how the model may be applied.
At 173 pages, “The Decision Book” is a quick read from cover to cover, however, it also makes for a perfect handbook as each model is unique unto itself. Where correlations between models exist, they are also indicated in the text.
The Decision Book is not all inclusive though it does present many of the best known models for strategic thinking and is certainly one to add to your library. Just remember that making a decision is only the first step. Execution is the key to making it a reality.
One of the roles of leadership is to instill and foster a culture that embraces change and empowers the team to improve. This call for change is also echoed in the Plan-Do-Check-Act or PDCA cycle that serves as a typical model for driving continuous improvement in many organizations. In this regard, Apple has clearly demonstrated their commitment to develop and improve their existing products.
As I’ve written many times before, “There’s always a better way and more than one solution.” From the outside looking in, Apple appears to embrace this thinking too, as evidenced by the unveiling of the new and much rumoured iPad Mini as well as announcing a number of significant upgrades to their existing product lines.
However, as the late great management guru Peter Drucker stated, “There is no business without a customer”. When we consider the numerous and diverse range of brand advocates a business may have, we also realize and understand that customers are very much a natural extension of the business itself. In this context, I contend that Apple’s best kept secrets may just be their own worst enemy.
Timing is Everything
From a leadership perspective, transparency, respect, accountability, integrity, and trust are just a few of the defining traits of a lean organization. The vision must be clear and understood to ensure that decisions, goals, objectives, and actions are aligned accordingly. Unfortunately, as customers, we can only rely on “leaks” and “rumours” to learn of Apple’s hidden agenda and attempt to plan our purchases accordingly.
While Apple may be lean at its core, I can only wonder how much waste is generated at the consumer level. Each new product introduction is met with a host of people ready to replace their existing devices with the latest and greatest technology Apple has to offer. It begs the question, “How many people can actually afford to keep pace with the current rate of change?”
In this regard, continuing to release new products at an ever-increasing frequency is quickly becoming a deterrent for people to “buy now.” The decision to purchase is offset by the potentially greater benefit of waiting just a little while longer. I contend that this is where Apple’s strategy may soon fall short. I’m not endorsing Samsung here, however, this Samsung Galaxy S3 ad has captured the point we’re making here:
Effective leadership understands that the timing for change is as critical as the change itself. If change occurs too frequently, people will abandon their efforts to embrace any of them knowing that another is already in the making.
Chasing the Dream
As a public company, Apple is subject to tremendous market pressures to maintain its record-setting trend of higher returns for shareholders and also serves to fuel a shorter cycle of new product introductions and upgrades. This rapid injection of perceived “new” technology is equally offset by higher rates of planned obsolescence.
While some of the changes announced were much-anticipated, especially the iPad Mini, the 4th generation iPad was a complete surprise – at least it was to me. Was the release date of the 4th Generation iPad so obscure that a 3rd generation product release was required only seven short months ago?
I have become increasingly concerned over the frequency that change occurs, especially when they directly affect my pocketbook. Frequent changes leave consumers little time to absorb them and their significance is rapidly diminished by the next generation of products that follow. From a lean perspective, the PDCA cycle encourages incremental improvements to – or within – an existing process or system and this is the consistent, fundamental flaw in Apple’s product development cycle:
Existing devices cannot be upgraded.
The majority of recent changes introduced by Apple are hardware related including the release of iOS6 as a necessity to support the new offerings. The new A6X chip, an integral part of the new iPhone 5 and the recently announced 4th generation iPad, offers twice the speed and twice the graphics performance over its predecessor, the A5X chip. Hardware changes of this nature are rarely an after thought and keeps me wondering why Apple was so compelled to release the 3rd generation iPad only a few short months ago.
Loyalty, Trust, and Making Amends
Many consumers are advocates of the Apple brand and their loyalty implies that a certain element or level of trust exists. With this in mind, the changes introduced by Apple carry an even greater significance as this trust is tested with each step that Apple takes. The decision to purchase an Apple device is as significant as the price tag it carries – they are expensive. Apple clearly understands this and created the new iPad Mini to bridge the price gap in kind, although it too carries a hefty price tag.
For Apple, change may be the norm but, for consumers it’s not always that simple. Apple clearly recognizes that consumers want the latest and greatest product offering available. The questions to be answered here are two-fold:
How much are consumers willing to pay for a new device? and,
How OFTEN (or how soon after) are they willing to purchase its successor?
In light of these recent announcements, a third and perhaps even more important question begs to be asked, “What is the relevant lifespan of my new device after purchase? The 3rd generation iPad’s core chip technology became obsolete in as little as 7 months from the date it was introduced and the relative value is sure to decrease even more rapidly with each generation that follows.
As mentioned earlier, the A6X chip was an integral part of the iPhone 5 and it is highly likely that integrating it into the 4th generation iPad was a known “next step”, long before the 3rd generation iPad was even released. I would suggest that the new iPad Mini, also built on the A5X platform, will also be short-lived as an A6X upgrade or even a retina display can’t be too far behind.
A company as large as Apple must have a product development plan and I challenge the ethics of a company that would knowingly lead consumers to purchase a “new” device that will become obsolete before they even take it out of the box. To make amends with recent buyers of the 3rd generation iPad, it has been suggested that Apple plans to offer free upgrades if their product was purchased within a certain time frame prior to the announcement of the 4th generation iPad.
I’m not opposed to any company that can make a profit, especially in today’s economy. However, Apple’s profits are borne by consumers who remain hopeful that Apple may actually provide a product that can deliver real value. It is peculiar and concerning that consumers are almost too anxious and willing to abandon their current devices for the “next best thing” as though their existing devices fell short of meeting expectations.
Now Serving … Shareholders
I am convinced that Apple’s primary interest is shareholder satisfaction at the expense of consumers by convincingly giving cause for consumers to part with their hard-earned dollars in pursuit of the “Next Big Thing.” In summary, the secret to Apple’s fortunes lies in ever shorter product cycles and even more frequent changes that give rise to increased product turnover, increased revenues, significantly higher profits, and ultimately higher returns for shareholders.
As we pursue our own lean efforts, we must be cognizant of the perception created when the need for change is driven by an agenda that is contrary to the vision of the company, namely, that of the shareholders themselves. You may recall the “noise” surrounding the valuation of Facebook’s IPO and shareholder concern over the process of creating and generating revenue. Even more profound (and to be applauded) was Mark Zuckerberg’s statement that Facebook intended to make money through the IPO to make Facebook even better – it was never Mark’s intention to make shareholders rich at the expense of FaceBook users.
I am always more than a little concerned when the influence of the stock market is greater than the vision that brought the company there in the first place. RIM serves as an excellent example of a company that has managed a fine line with shareholders to make leadership changes while still pursuing the release of the much-anticipated next generation BlackBerry 10 Operating System. While the changes announced by RIM were very well received, failing to provide a release date caused stocks to decline even further. Despite their announcements of cuts to the workforce, they have remained committed to pursue the next generation hardware and software. Time will tell how the market responds now that RIM has announced a January 30, 2013, product launch.
The Next Step
With many thanks to Steve Jobs, Apple certainly deserves credit for shaping how we use computers today and Apple’s ability to create consumer frenzy for “What’s Next” is to be admired. Though Apple cites rapidly changing technology as the reason for its frequent product changes, I would challenge this statement as evidenced by the seemingly lower rates of change from Apple’s competitors.
On the whole, I find Apple’s products to be of high quality – though not without flaws – and extremely overpriced. The new iPad Mini and protective cover retail at $330.00 and $45.00 respectively and serve as just one example where the price far exceeds that of it’s nearest competitor. To make matters worse, a power adapter that should cost only a few dollars to manufacture retails at almost $30.00. Apple’s sales are staggering, however, their margins on sales are even more so.
I fully appreciate the craftsmanship of the Apple product line. The machines at all levels are exceptionally crafted and the user interface – at least on “touch” devices – is to be commended. However, from a software perspective, I have yet to see a serious professional suite that rivals that of Microsoft Office (Home or Professional). The release of iOS6 did nothing to improve my experience with Apple’s existing hardware or software.
The number of available “apps” is literally overwhelming and continues to grow at a daunting rate. Although many are either free or relatively inexpensive, finding an app that meets your needs can be a real challenge. I find many apps are overrated, lacking depth beyond the simple and individual functionality they provide. As a result, I tend to gravitate toward those apps (Evernote, Dropbox) where the scope also extends to competitor products as opposed to Apple specifically. As the major players continue to define and refine available hardware platforms, the App market may still be too fresh to establish the real dominant players in certain core segments.
Rather than waiting for a truly significant product upgrade, Apple has been too fast with too many incremental product changes that may leave some consumers suffering buyer’s remorse, feeling alienated, or worse – betrayed. Although RIM may be too long in the making of its BlackBerry 10 Operating System, Microsoft’s major Operating System releases are typically far and few between too. Certainly Windows 8 has taken the market by storm with full touch screen integration for desk top, lap top, and ultrabook computers.
Perhaps the questions to be discerned are, “How soon is too soon?” and “How long is too long?” If it hasn’t been determined yet, there must be a “Goldilocks” cycle that’s just right: worth the wait and worth the money.
I contend that Apple has succumbed to a greater concern for shareholders to sustain market share at the expense of customer trust and cash. To maintain their share of the market, they have taken their suppliers and competitors, namely Samsung, to court and seem compelled to pre-empt any new product announcement from their competitors with an announcement of their own – ready or not.
Apple provides a high quality premium priced product. Yet, as I look at the tools I have at my disposal (no pun intended) – a Mac Mini, iPhone 4s, and a 3rd generation iPad – I am underwhelmed by each of them. With all of the attention to detail that Apple seems to mind, I can’t help but wonder why something like the on-screen keyboard doesn’t reflect the current shift state of the keys – like my PlayBook does.
I have already heard rumours that a new iPhone 5s may be available in the first quarter of 2013. If memory serves me correctly, that should be just in time for RIM’s launch of the new BlackBerry 10 Operating System and the launch of Microsoft’s Surface Pro. Of course, despite the rumours, who knows what or when the next surprise will be. I’m sure it will be sometime soon.
Only time will tell how long Apple can continue to keep customers “Chasing the Dream.” As for me, like a number of Apple’s recently resigned Apple executives, that chase is over.
That’s right! The first Monday of August is a civic holiday here in Ontario, Canada. However, if you ask people what we’re supposed to be celebrating you may be surprised by the vast array of answers – including “I don’t know.”
Some of the confusion begins with its declaration – the provincial government has not defined this day as a statutory holiday although it is given to all federal and municipal government employees, In other words, this holiday is “optional”.
Having one long weekend per month has now turned into one of expectation. We only need to scramble for a cause to justify its existence as this excerpt from Wikipedia clearly demonstrates:
Another example with a more specific cause is Family Day – first introduced as an election promise and subsequently established in 2007 by our provincial government to cure the long weekend void of February. Once again, Wikipedia provides a more thorough review:
During the Ontario provincial election in 2007, Dalton McGuinty of the Liberal Party promised that if re-elected premier he would establish a provincial holiday in February. On 12 October 2007, the provincial government established Family Day, with the first being observed on 18 February 2008. Its creation raised Ontario’s number of public holidays to nine per year. However, this holiday does not necessarily add to the number of holidays Ontarians receive, as employers can substitute any non-statutory holidays that employees may already be receiving in lieu of this day. Many employers have substituted the popular Civic Holiday, which falls on the first Monday in August. Although the Civic Holiday is enjoyed by millions every year, it is not public (statutory), and workers may have to choose one holiday or the other, based on their contract, union negotiations, service requirements, etc.
There has been much debate as to whether Family day was introduced as a means for our Premier to gain re-election or a necessary measure to assure the continued well being of Ontario families across the province.
The relationship to leadership and lean
On the breach of trust
Not all leaders are elected and we seldom have an opportunity to express our real opinions of them. As for government however, our levels of satisfaction can be measured in votes. Our intentions may be challenged and as leaders we must be transparent, accountable, and serve with integrity. Was injecting the “Family Day” holiday into a platform of many “to be broken promises” an expression of real concern for families in our province or simply a means of swaying votes? The manner for delivering on such a promise seems unprecedented as are many promises made during election campaigns.
As for business, the effects of leadership are more immediate and direct. For public companies, share prices rise and fall with the mere utterance of good or bad news and is evidenced by the ever-present volatility of the stock markets. Local economies are increasingly affected by global events as never experienced before.
Leading on Purpose
Our civic holiday is indicative of the confusion that continues to resonate throughout an organization long after a program or measure has been introduced without a specific purpose. As I review the many names that define this civic holiday and the excitement that accompanies each of them, I am reminded of how many organizations perceive a common sense of purpose among the ranks, only to learn that reasons for all those smiling faces are as diverse as the number of employees working there.
As leaders, we are challenged to foster a culture where the efforts of our teams are focused toward a greater common vision that is clearly defined, understood, and embraced by all. If there is at least one common thread for the civic holiday, it is to honor local heroes and people in our communities who played a much larger role in shaping our communities, our country, and our world for the betterment of humanity.
The last word
We all need a break from routine and, next to vacations, a long weekend certainly tops the list. There are many people who don’t really care why they are getting an extra day off while others are very much “in the know”. Being a leader, its our business to know. Oddly, after I finished this post, someone asked, “Do you know why Monday is a holiday?” I said, “You’re not going to believe this but that’s the topic of my post today!” As leaders, we make it our business to know “why” and “what”. As for the “how”, I’ll leave that to the experts.
I wish you all a happy Civic Holiday Monday – whatever your reason may be!
Leadership can make or break any organization whether it is business, government, or even a sports franchise. I felt compelled to cite this quote from a column titled “Iconic teams tumble from penthouse to outhouse” as published in the Toronto Star (20-Jan-2012):
And while all have found different routes to the bottom, they do have one thing in common: ineptitude at the top. Find a meddling owner or inept general manager and you’ll find a franchise in trouble.
“Pro sports franchises are first and foremost businesses,” says Richard Powers, a professor at the University of Toronto’s Rotman School of Management. “The same problems that get businesses in trouble are what get sports teams in trouble.”
Clearly, to be successful, organizations require effective leadership. For this same reason, a successful lean initiative must be driven from the top leadership of the organization. I discussed this on our Lean Road Map page suggesting that without executive leadership, the program is certain to fail. This sentiment is also confirmed in “The Toyota Way to Lean Leadership” by Jeffrey Liker and Gary Convis:
That’s because these problems were in fact leadership problems, not lean process problems. They were a stern reminder that all the investment in lean process in the world will not yield the expected outcomes if it is not accompanied by lean leadership throughout the enterprise, including corporate support departments.”
We also discussed the necessity for lean leadership in our previous post “Lean Leadership – The Missing Link?” As we learn of Kodak filing for bankruptcy and disturbing results for RIM, we are anxious to continue our review of “The Toyota Way to Lean Leadership” over the coming weeks. Kodak invented the digital camera and failed to pursue their own innovation. Again, another indication that leadership with a clear vision for the future is pertinent to the success of your organization.
RIM and the BlackBerry
Rumors of a buyout or take over of RIM have been circulating in the media. As an owner of the BlackBerry Bold smart phone and Playbook, I’m hopeful that RIM (or some version of them) will be with us for quite some time. More so, their survival is just as important to our local Ontario (Canadian) economy. Although there are many players in the smart phone and tablet market, Apple appears to be the prevailing competitor to RIM with its iPhone and iPad offerings. All, however, pose a major threat to RIM’s declining presence in the market.
Market Share, Price Points, and Customer Satisfaction
RIM effectively lowered prices for their Playbook product line and that’s great news for customers looking to get a great tablet. While this may help to increase market share and make the PlayBook a real bargain, this does little to appease the many people who purchased the product at full price (myself included). The 64GB PlayBook is now selling for prices ranging from $217 (16GB) up to $325 (64GB) versus the original release prices of $499 and $699 respectively. Whether these price points are closer to reality, a means to increase market share, or a means to simply reduce on hand inventory remains to be seen.
The Product Experience
My overall experience with the BlackBerry has been relatively positive: it works as advertised although I did keep a bottle of rubbing alcohol close by to keep the roller ball working on my old phone. The number of applications available seems to be somewhat limited compared to the iPhone and iPad, however, what I have is more than sufficient for my purpose.
I’m very pleased with the new changes introduced in my new BlackBerry Bold 9900. I finally get to enjoy the benefits of Touch Screen technology while the full keyboard remains in tact and an optical sensor replaces the ever failing “roller ball”. Unfortunately, this upgrade also required parting with cash that I wasn’t planning to spend:
The new style connector required new chargers for car and home.
New USB cable to connect my lap top, again because the connector style changed
I also purchased a Voyager Pro Blue Tooth in keeping with our “driver distraction / hands free” driving laws here in Ontario.
Voyageur Pro – Blue Tooth
I also have a 64GB PlayBook and connecting with my BlackBerry Bold smart phone was relatively simple and seamless. I actually like the ability to tether my PlayBook through my smart phone and the BlackBerry Bridge software works like a charm. The 64GB PlayBook presents better value for the money than the 16GB or 32GB PlayBooks.
Smart phone software upgrades and backups are performed using the BlackBerry Desktop manager through your lap top or desk top. I found some of the applications like Twitter and WordPress did not work correctly when I first upgraded to the latest operating system, however, they seem to have resolved themselves.
I find that accessories for the BlackBerry products are over priced and even Walmart stores carrying these products don’t provide much relief. Here are some of the basic essentials:
You can still use your PlayBook while it’s charging and it’s much faster, more convenient, and stable than the conventional charger.
Connecting BlueTooth devices (also known as pairing) is a simple task and one you’ll quickly grow comfortable with after you’ve done it a few times.
So what’s with the blog post?
The leadership of the company must embrace and deliver the vision of the company to the consumer in the form of product and service expectations. As much as I appreciate my BlackBerry products, I have also admired Apple from afar. Steve Jobs had a great vision for the Apple product line that sees individual products now connecting in ways that were never thought possible. While Apple retained its roots in computers (iMac) it also extended that vision to include the iPhone, iPod, and iPad. Quite simply, the Apple product line presents a complete and seamless “digital” solution through improved connectivity, portability, and technologies in general.
Steve Jobs’ vision enabled Apple to drive beyond the limits of our imagination. Few companies have excelled as Apple has to define products that we never knew we needed until they invented them. They simply didn’t refine existing products, they expanded their niche products into a wholly unique offering as only Apple could do. Coupled with connectivity options that exceeded anyone’s expectations, Apple products will continue to define and dominate the market for years to come.
As for RIM, the leadership has been in the headlines for all the wrong reasons: shareholder leadership / infrastructure concerns, product valuation, and the procurement of an NHL hockey franchise. As I finished writing this post, a link to this article appeared in my twitter timeline > Bowing to Critics and Market Forces, RIM’s Co-Chiefs Step Aside.
A decision such as this can’t be easy and demonstrates how outside influences can affect the leadership of any organization – good or bad.