2/11 必読記事・論考(IT)

ITトレンド

blog.bulknews.net 2/11/05 Tag, Folksonomy and Social Software
http://blog.bulknews.net/mt/archives/001538.html
Google Inside 2/10/05 Wikipedia Joining Up With Google
http://google.blognewschannel.com/index.php/archives/2005/02/10/wikipedia-joining-up-with-google/
CNET 2/11/05 A long winding road out of beta
http://news.com.com/A+long+winding+road+out+of+beta/2100-1032_3-5571590.html?tag=nefd.lede
Fortune 2/10/05 Google: Going Beyond the Web, Marissa Mayer, a high-level executive at the tech company, talks to FORTUNE about the future capabilities of searches.
http://www.fortune.com/fortune/fastforward/0,15704,1026522,00.html
WSJ 2/11/05 The Pros Give H-P Free Advice, Some Want to Break Up Company, Others Call for Better Execution
http://online.wsj.com/article/0,,SB110808318980252026,00.html?mod=technology%5Ffeatured%5Fstories%5Fhs
コメンテーター諸氏と主な意見は次の通り

  • Sanford "Sandy" Robertson, partner, Francisco Partners, based in Menlo Park, Calif.
    • "Sell the PC business. Get back to basics."
  • Gordan Eubanks, chief executive, Oblix Inc., Cupertino, Calif.
    • "I would look for a Gerstner for H-P as opposed to the butcher to carve it up,"
    • "The best outcome is always to fix the problem. Breaking it up doesn't seem to me to be the right approach in most cases."
  • Geoffrey Moore, Managing Director, TCG Advisors, San Mateo, Calif.
    • "But it does make sense to split them." (Enterprise事業とConsumer事業の二つの会社に分割)
  • Robert Herbold, former chief operating officer, Microsoft Corp.
    • H-P's CEO needs to be a "person familiar with industry who can create excitement and take some risks," he says, warning, "It's a tough, tough job." Is he interested? "In the context of where I am in life, I'd say 'no.' "
  • James Schrager, professor of entrepreneurship and strategy, University of Chicago Graduate School of Business
    • Mr. Schrager says there's an alternative to breaking up H-P: "Have strong independent divisions a la GE. They are still under one umbrella. If H-P could adopt a structure like that, with powerful divisions, they could keep it together."
  • James "Jimmy" Treybig, venture capitalist, New Enterprise Associates, Menlo Park
    • Mr. Treybig thinks H-P most needs a creative CEO, in the mold of Apple chief Steve Jobs, who can motivate employees to create great products. Mr. Treybig doesn't favor splitting the company or other radical restructuring.
  • Kevin Fong, venture capitalist, Mayfield, Menlo Park, Calif.
    • Dick Hackborn, who was the popular head of H-P's printing division, "would have been the ideal guy" to run the company, he says. "He has strong H-P culture but enough independence to know how things should be done that would break the insular behavior at H-P."
  • Marty Shagrin, Victory Capital Management unit of KeyCorp., Cleveland, a major institutional holder of H-P stock
    • His pick: Ray Lane is certainly dynamic and did a great job at Oracle, he says. Michael Capellas, former Compaq CEO and now head of MCI Corp., was also impressive.
  • Michael Cusumano, Professor, MIT/Sloan School of Management
    • Most of H-P's business has fallen into "the commodity trap," with lower-cost producers able to deliver most of the same features, says Mr. Cusumano, author of "The Business of Software." The company's challenge now is to find ways to derive services revenues from products that it essentially gives away, he says.
  • Michael Useem, management professor, University of Pennsylvania's Wharton School
    • His criteria: "Does the person have a record of thinking strategically in the best sense of that phrase? Secondly, could they lead the company and the board through a very hard appraisal of where the company has been going and should go?....(And) is this the kind of person who has a very tough constitution, who can come in and literally take t reins in a situation that's chronically in crisis?"
  • Bill Whyman, President, Precursor, in Washington, D.C.
    • He suggests H-P focus its services business around integrating the new batch of "open-source" software to differentiate itself from IBM and other consulting firms.
    • H-P needs to make some software acquisitions to add utility computing and performance management capabilities to its well-regarded OpenView management software. "That will also help drive the consulting practice," he says.

The Economist 2/10/05 The triumph of the commons, Can open source revolutionise biotech?
http://www.economist.com/printedition/displayStory.cfm?Story_ID=3651730
ised@glocom 12/12/04 設計研第1回:議事録
http://ised.glocom.jp/ised/20041212