Management

Self improvement (or the continued delusions of Ian Waring, 2020 edition)

ianwaring Books, Management, Microsoft, Politicians, Software

My Christmas holiday reading ranged from MindF*ck by Christopher Wylie to a Satya Nadella recommendation: Mindset by Dr Carol S Dweck. Wylie’s book is A1, and all the lessons of December 12th (the latest UK General Election) are there. The antidotes are much more wide ranging.

The latter one was one of those books where I think the pieces I need to remember will fit on less than a sheet of A4.

Most of the book was contrasting the difference between “Fixed Mindset” and “Growth Mindset”. However, look under the surface, the main points are:

  • Blame is for losers
  • Prima Donnas “anyone’s fault but mine” are an example of this, not good for team cohesion
  • People with a growth mindset appear to be relentlessly curious and ask questions to understand patterns, not just learn by rote memory
  • A repeat of the old Arnold Palmer Golf Adage; “the more I practice, the luckier I get”
  • Be humble
  • “A managers pick A employees, B managers pick C employees”.
  • Also struck in my past that the best managers don’t issue edicts, but ask lots of questions – and trust the skills of their employees – instead

I recall one 23-year old VP at British Telecom; whenever confronted with a new service, the immediate question was “What is the business model?” and he was straight under the surface to understand how things work.

The other was a personal experience in May 1983, when none other than Bill Gates visited Digital Equipment (where I worked) to show us a new system Microsoft were building called “Windows”. There were 14 of us sitting around a conference table waiting for the senior folks to escape a board meeting – and Gates sitting there with a Compaq+ PC and a two button mouse. Curiousity got the better of me, so I said “Tell me. The Apple Lisa has a one button mouse, and Visi-On (a Windowing system being developed by the authors of Visicalc) has three. I notice your mouse has two buttons. Why?”.

He duly went off for a good few minutes describing how all the competitor products interacted with different third party applications, and the problems each resulted in. Very deep, really thoroughly thought through. The senior folks duly arrived, and frustrated him with a lack of commitment to using MS-DOS on our PCs, Windows or not.

I was told afterwards that he told the salesguy who brought him in: “There was only one guy in the room who knew what he was talking about. Hire him”. I interviewed with Scott Oki (VP International at Microsoft at the time) and David Fraser (UK MD), but elected not to take the role. Many years later, I took Paul Maritz – then CEO of VMware, but previously VP of Windows at Microsoft) to see my CEO (Mike Norris of Computacenter; while waiting for our slot, I asked him where Scott Oki was these days. Answer – he owns several golf courses on the West Coast of the USA 🙂

The main thing I always reflect on is in situations when i’m interviewing job role applicants. There’s always this situation at the end when the candidate is asked “Do you have any other questions for me/us?”. While there are a few attitude qualification questions – plus some evidence that they set their own performance standards – that final question is almost always the most important qualifier of all. Demonstrate humility and curiosity, then you’re the one I want to work with, and improve together.

Loonshots

ianwaring Future Trends, Management, Wardley Maps
Loonshots by Safi Bahcall

I’m reading too many books on innovation in large organisations that could be drastically shortened and still convey useful lessons. This book covers what appears to be a simple lesson, oft repeated.

The lesson is that large businesses often let large (current) business lines dominate the allocation of resources. This is often to the detriment of small, more radical approaches to serve customers in new ways and with potential much larger future growth potential. And if that weren’t enough, those large and powerful business lines act as political anti-bodies to any potential threat to their internal franchise.

So you have to leadership able to keep them separate, generously funded and away from any internal political interference. Let the emergent group put a pirate flag on a mast atop a separate building, and not let on what they are doing – even to the rest of the organisation.

To many, that small emergent growth potential team is a typical startup. Probably the best book that explains behaviours and how Venture Capital places bets towards breeding disruptive growth is “Zero to One” by Peter Thiel. I feel I learnt more about driving disruptive businesses in that book over almost all others i’ve read.

Another approach is as described in ‘Zone to Win” by Geoffrey Moore. That centres on formalising the division of funding streams to products or operating divisions to support their expected size or operating mechanics in future time horizons – if indeed these are predictable.

Loonshots is largely about leaving “wild duck” ideas alone and cites examples where doing this (and overcoming several large setbacks on the way) has led to companies disrupting previous industry leaders. So, largely familiar stories with the usual examples.

However, for a large organisation, one example of simple genius really sticks out in my mind: Honda. The core Agile based R&D is in one operating company, and the six-sigma Manufacturing line in another. That is probably the ultimate and most effective piece of operational and management simplicity out there.

Simple Mistakes – User Experience 101 failure

ianwaring Amazon, Enterprise IT, Future Trends, Health, Management, Medical, Shares, Wardley Maps 1 Comment

Things have been very busy at work recently, but I surfaced on Saturday to take my wife into Reading to collect goods she’d ordered from Boots earlier in the week. Just replenishing a range of items so she didn’t start running out from Monday. She’d been advised to pick everything up anytime after midday from their town centre store.

You’ve probably guessed it – no sign of the order. She was just pointed at the customer service phone number on her copy of the order sheet, and asked to call them. Which she duly did outside, only to find that hundreds of customers who’d paid for their orders in the week with Mastercard were similarly in the same position. So she asked if she could cancel the order and at least buy the same things in the store while she was in town. Answer: the operator wasn’t sure if she was even allowed to cancel, but would ask and email back. That email never arrived; the only one that did a day later confirmed her items had now dispatched for the store but still no indication of arrival date – and the next 15 mile round trip needed.

I’m reminded of two things learnt from both Amazon and in producing strategy maps using the Wardley Mapping technique. The common thing when you’re involved in any product, project or business process design is that you start with the customer and optimise for their most delightful experience – then work back from there. And you only start trying to be unique if it’s directly visible to that user experience in some tangible way. Both facets together are still an incredibly important gap that I see folks miss all the time (I see that in projects at work, but that’s another story).

During the week, it was announced Amazon had purchased PillPack – a small new England company – and it sent the shares of all the big Pharmacy Chains in the USA tumbling (in market cap terms, around $13 Billion in a day). So, what do they do? Simple:

If you have a regular prescription, they put all the tablets you’re supposed to consume in a time/date labelled packet. These are printed and filled in a roll, output in chronological order – then loaded into a dispenser you receive in the mail (overnight if needed urgently):Simple! And then a set of services where they maintain your repeat needs with your doctor directly, so all the grunt work in ensuring you get your meds is done for you. They even allow you to set your holiday location if you’re away and ship there if needed to ensure you never have an unwanted gap.

Compare that to the run around most folks are exposed to with regular prescriptions and in understanding what to take and when. Instead you have a friendly, subscription based business serving your needs. (For some reason, Wall Street currently obsess about subscription based businesses – they value their stock not on Price to Earnings ratios but on Price to Sales Revenue multiples instead – and Amazon are in the thick of that too).

Personal experience here with Amazon (we’re Prime members) is that there is any problem with an order and we ask to cancel, it just happens and money immediately reimbursed. You can see why all those retail pharmacy shares took a hit with the PillPack buyout announcement by Amazon; you can see the end user experience is about to get radically better, and probably first in a number of Amazon initiatives in the Health Industry that will follow a path of relentless, customer obsessed, focus. 

Amazon already have a joint venture with Goldman Sachs and Berkshire Hathaway to work out how to provide cost effective health benefits to their combined employee populations. Something they’ll no doubt open outside the company too in time. That’s when life for CVS, Walgreens, Target and so forth (plus Boots in the UK) will get very interesting. Bring it on!

WTF – Tim O’Reilly – Lightbulbs On!

ianwaring Amazon, Books, Enterprise IT, Facebook, Future Trends, Google, Intellectual Property, Internet, Journalism, Maker Movement, Management, Marketing, Metrics, Money, Patents, Politicians, Privacy, Robots, Shares, Software, Twitter, VCs Leave a comment

What's the Future - Tim O'Reilly

Best Read of the Year, not just for high technology, but for a reasoned meaning behind political events over the last two years, both in the UK and the USA. I can relate it straight back to some of the prescient statements made by Jeff Bezos about Amazon “Day 1” disciplines: the best defence against an organisations path to oblivion being:

  1. customer obsession
  2. a skeptical view of proxies
  3. the eager adoption of external trends, and
  4. high-velocity decision making

Things go off course when interests divide in a zero-sum way between different customer groups that you serve, and where proxies indicating “success” diverge from a clearly defined “desired outcome”.

The normal path is to start with your “customer” and give an analogue of what indicates “success” for them in what you do; a clear understanding of the desired outcome. Then the measures to track progress toward that goal, the path you follow to get there (adjusting as you go), and a frequent review that steps still serve the intended objective. 

Fake News on Social Media, Finance Industry Meltdowns, unfettered slavery to “the market” and to “shareholder value” have all been central to recent political events in both the UK and the USA. Politicians of all colours were complicit in letting proxies for “success” dissociate fair balance of both wealth and future prospects from a vast majority of the customers they were elected to serve. In the face of that, the electorate in the UK bit back – as they did for Trump in the US too.

Part 3 of the book, entitled “A World Ruled by Algorithms” – pages 153-252 – is brilliant writing on our current state and injustices. Part 4 (pages 255-350) entitled “It’s up to us” maps a path to brighter times for us and our descendants.

Tim says:

The barriers to fresh thinking are even higher in politics than in business. The Overton Window, a term introduced by Joseph P. Overton of the Mackinac Center for Public Policy,  says that an ideas political viability falls within a window framing a range of policies considered politically acceptable in the current climate of public opinion. There are ideas that a politician simply cannot recommend without being considered too extreme to gain or keep public office.

In the 2016 US presidential election, Donald Trump didn’t just  push the Overton Window far too to right, he shattered it, making statement after statement that would have been disqualifying for any previous candidate. Fortunately, once the window has come unstuck, it is possible to move it radically new directions.

He then says that when such things happen, as they did at the time of the Great Depression, the scene is set to do radical things to change course for the ultimate greater good. So, things may well get better the other side of Trumps outrageous pandering to the excesses of the right, and indeed after we see the result of our electorates division over BRexit played out in the next 18 months.

One final thing that struck me was how one political “hot potato” issue involving Uber in Taiwan got very divided and extreme opinions split 50/50 – but nevertheless got reconciled to everyone’s satisfaction in the end. This using a technique called Principal Component Analysis (PCA) and a piece of software called “Pol.is”. This allows folks to publish assertions, vote and see how the filter bubbles evolve through many iterations over a 4 week period. “I think Passenger Liability Insurance should be mandatory for riders on UberX private vehicles” (heavy split votes, 33% both ends of the spectrum) evolved to 95% agreeing with “The Government should leverage this opportunity to challenge the taxi industry to improve their management and quality control system, so that drivers and riders would enjoy the same quality service as Uber”. The licensing authority in Taipei duly followed up for the citizens and all sides of that industry. 

I wonder what the BRexit “demand on parliament” would have looked like if we’d followed that process, and if indeed any of our politicians could have encapsulated the benefits to us all on either side of that question. I suspect we’d have a much clearer picture than we do right now.

In summary, a superb book. Highly recommended.

Danger, Will Robinson, Danger

ianwaring Apple, Enterprise IT, Future Trends, Management, Marketing, Metrics, Quality, Selling, Software Leave a comment

One thing that bemused the hell out of me – as a Software guy visiting prospective PC dealers in 1983 – was our account manager for the North UK. On arrival at a new prospective reseller, he would take a tape measure out, and measure the distance between the nearest Directors Car Parking Slot, and their front door. He’d then repeat the exercise for the nearest Visitors Car Parking Spot and the front door. And then walk in for the meeting to discuss their application to resell our range of Personal Computers.

If the Directors slot was closer to the door than the Visitor slot, the meeting was a very short one. The positioning betrayed the senior managements attitude to customers, which in countless cases I saw in other regions (eventually) to translate to that Company’s success (or otherwise). A brilliant and simple leading indicator.

One of the other red flags when companies became successful was when their own HQ building became ostentatious. I always wonder if the leaders can manage to retain their focus on their customers at the same time as building these things. Like Apple in a magazine today:

Apple HQ

And then Salesforce, with the now tallest building in San Francisco:

Salesforce Tower

I do sincerely hope the focus on customers remains in place, and that none of the customers are adversely upset with where each company is channeling it’s profits. I also remember a Telco Equipment salesperson turning up at his largest customer in his new Ferrari, and their reaction of disgust that unhinged their long term relationship; he should have left it at home and driven in using something more routine.

Modesty and Frugality are usually a better leading indicator of delivering good value to folks buying from you. As are all the little things that demonstrate that the success of the customer is your primary motivation.

IT Trends into 2017 – or the delusions of Ian Waring

ianwaring Amazon, Cloud, Digital Ocean, Future Trends, Google, Internet, Linux, Management, Metrics, Microsoft, Mobiles, Open Source, Software, Wardley Maps Leave a comment

Bowling Ball and Pins

My perception is as follows. I’m also happy to be told I’m mad, or delusional, or both – but here goes. Most reflect changes well past the industry move from CapEx led investments to Opex subscriptions of several years past, and indeed the wholesale growth in use of Open Source Software across the industry over the last 10 years. Your own Mileage, or that of your Organisation, May Vary:

  1. if anyone says the words “private cloud”, run for the hills. Or make them watch https://youtu.be/URvWSsAgtJE. There is also an equivalent showing how to build a toaster for $15,000. The economics of being in the business of building your own datacentre infrastructure is now an economic fallacy. My last months Amazon AWS bill (where I’ve been developing code – and have a one page site saying what the result will look like) was for 3p. My Digital Ocean server instance (that runs a network of WordPress sites) with 30GB flash storage and more bandwidth than I can shake a stick at, plus backups, is $24/month. Apart from that, all I have is subscriptions to Microsoft, Github and Google for various point services.
  2. Most large IT vendors have approached cloud vendors as “sell to”, and sacrificed their own future by not mapping customer landscapes properly. That’s why OpenStack is painting itself into a small corner of the future market – aimed at enterprises that run their own data centres and pay support costs on a per software instance basis. That’s Banking, Finance and Telco land. Everyone else is on (or headed to) the public cloud, for both economic reasons and “where the experts to manage infrastructure and it’s security live” at scale.
  3. The War stage of Infrastructure cloud is over. Network effects are consolidating around a small number of large players (AWS, Google Cloud Platform, Microsoft Azure) and more niche players with scale (Digital Ocean among SME developers, Softlayer in IBM customers of old, Heroku with Salesforce, probably a few hosting providers).
  4. Industry move to scale out open source, NoSQL (key:value document orientated) databases, and components folks can wire together. Having been brought up on MySQL, it was surprisingly easy to set up a MongoDB cluster with shards (to spread the read load, scaled out based on index key ranges) and to have slave replicas backing data up on the fly across a wide area network. For wiring up discrete cloud services, the ground is still rough in places (I spent a couple of months trying to get an authentication/login workflow working between a single page JavaScript web app, Amazon Cognito and IAM). As is the case across the cloud industry, the documentation struggles to keep up with the speed of change; developers have to be happy to routinely dip into Github to see how to make things work.
  5. There is a lot of focus on using Containers as a delivery mechanism for scale out infrastructure, and management tools to orchestrate their environment. Go, Chef, Jenkins, Kubernetes, none of which I have operational experience with (as I’m building new apps have less dependencies on legacy code and data than most). Continuous Integration and DevOps often cited in environments were custom code needs to be deployed, with Slack as the ultimate communications tool to warn of regular incoming updates. Having been at one startup for a while, it often reminded me of the sort of military infantry call of “incoming!” from the DevOps team.
  6. There are some laudable efforts to abstract code to be able to run on multiple cloud providers. FOG in the Ruby ecosystem. CloudFoundry (termed BlueMix in IBM) is executing particularly well in large Enterprises with investments in Java code. Amazon are trying pretty hard to make their partners use functionality only available on AWS, in traditional lock-in strategy (to avoid their services becoming a price led commodity).
  7. The bleeding edge is currently “Function as a Service”, “Backend as a Service” or “Serverless apps” typified with Amazon Lambda. There are actually two different entities in the mix; one to provide code and to pay per invocation against external events, the other to be able to scale (or contract) a service in real time as demand flexes. You abstract all knowledge of the environment  away.
  8. Google, Azure and to a lesser extent AWS are packaging up API calls for various core services and machine learning facilities. Eg: I can call Google’s Vision API with a JPEG image file, and it can give me the location of every face (top of nose) on the picture, face bounds, whether each is smiling or not). Another that can describe what’s in the picture. There’s also a link into machine learning training to say “does this picture show a cookie” or “extract the invoice number off this image of a picture of an invoice”. There is an excellent 35 minute discussion on the evolving API landscape (including the 8 stages of API lifecycle, the need for honeypots to offset an emergent security threat and an insight to one impressive Uber API) on a recent edition of the Google Cloud Platform Podcast: see http://feedproxy.google.com/~r/GcpPodcast/~3/LiXCEub0LFo/
  9. Microsoft and Google (with PowerApps and App Maker respectively) trying to remove the queue of IT requests for small custom business apps based on company data. Though so far, only on internal intranet type apps, not exposed outside the organisation). This is also an antithesis of the desire for “big data”, which is really the domain of folks with massive data sets and the emergent “Internet of Things” sensor networks – where cloud vendor efforts on machine learning APIs can provide real business value. But for a lot of commercial organisations, getting data consolidated into a “single version of the truth” and accessible to the folks who need it day to day is where PowerApps and AppMaker can really help.
  10. Mobile apps are currently dogged by “winner take all” app stores, with a typical user using 5 apps for almost all of their mobile activity. With new enhancements added by all the major browser manufacturers, web components will finally come to the fore for mobile app delivery (not least as they have all the benefits of the web and all of those of mobile apps – off a single code base). Look to hear a lot more about Polymer in the coming months (which I’m using for my own app in conjunction with Google Firebase – to develop a compelling Progressive Web app). For an introduction, see: https://www.youtube.com/watch?v=VBbejeKHrjg
  11. Overall, the thing most large vendors and SIs have missed is to map their customer needs against available project components. To map user needs against axes of product life cycle and value chains – and to suss the likely movement of components (which also tells you where to apply six sigma and where agile techniques within the same organisation). But more eloquently explained by Simon Wardley: https://youtu.be/Ty6pOVEc3bA

There are quite a range of “end of 2016” of surveys I’ve seen that reflect quite a few of these trends, albeit from different perspectives (even one that mentioned the end of Java as a legacy language). You can also add overlays with security challenges and trends. But – what have I missed, or what have I got wrong? I’d love to know your views.

Crossing the Chasm on One Page of A4 … and Wardley Maps

ianwaring Blind Alleys, Books, Enterprise IT, Future Trends, Management, Marketing, Software, Wardley Maps Leave a comment

Crossing the Chasm Diagram

Crossing the Chasm – on one sheet of A4

The core essence of most management books I read can be boiled down to occupy a sheet of A4. There have also been a few big mistakes along the way, such as what were considered at the time to be seminal works, like Tom Peter’s “In Search of Excellence” — that in retrospect was an example summarised as “even the most successful companies possess DNA that also breed the seeds of their own destruction”.

I have much simpler business dynamics mapped out that I can explain to fast track employees — and demonstrate — inside an hour; there are usually four graphs that, once drawn, will betray the dynamics (or points of failure) afflicting any business. A very useful lesson I learnt from Microsoft when I used to distribute their software. But I digress.

Among my many Business books, I thought the insights in Geoffrey Moores Book “Crossing the Chasm” were brilliant — and useful for helping grow some of the product businesses i’ve run. The only gotcha is that I found myself keeping on cross referencing different parts of the book when trying to build a go-to-market plan for DEC Alpha AXP Servers (my first use of his work) back in the mid-1990’s — the time I worked for one of DEC’s Distributors.

So, suitably bored when my wife was watching J.R. Ewing being mischievous in the first UK run of “Dallas” on TV, I sat on the living room floor and penned this one page summary of the books major points. Just click it to download the PDF with my compliments. Or watch the author himself describe the model in under 14 minutes at an O’Reilly Strata Conference here. Or alternatively, go buy the latest edition of his book: Crossing the Chasm

My PA (when I ran Marketing Services at Demon Internet) redrew my hand-drawn sheet of A4 into the Microsoft Publisher document that output the one page PDF, and that i’ve referred to ever since. If you want a copy of the source file, please let me know — drop a request to: [email protected].

That said, i’ve been far more inspired by the recent work of Simon Wardley. He effectively breaks a service into its individual components and positions each on a 2D map;  x-axis dictates the stage of the components evolution as it does through a Chasm-style lifecycle; the y-axis symbolises the value chain from raw materials to end user experience. You then place all the individual components and their linkages as part of an end-to-end service on the result. Having seen the landscape in this map form, then to assess how each component evolves/moves from custom build to commodity status over time. Even newest components evolve from chaotic genesis (where standards are not defined and/or features incomplete) to becoming well understood utilities in time.

The result highlights which service components need Agile, fast iterating discovery and which are becoming industrialised, six-sigma commodities. And once you see your map, you can focus teams and their measures on the important changes needed without breeding any contradictory or conflict-ridden behaviours. You end up with a well understood map and – once you overlay competitive offerings – can also assess the positions of other organisations that you may be competing with.

The only gotcha in all of this approach is that Simon hasn’t written the book yet. However, I notice he’s just provided a summary of his work on his Bits n Pieces Blog yesterday. See: Wardley Maps – set of useful Posts. That will keep anyone out of mischief for a very long time, but the end result is a well articulated, compelling strategy and the basis for a well thought out, go to market plan.

In the meantime, the basics on what is and isn’t working, and sussing out the important things to focus on, are core skills I can bring to bear for any software, channel-based or internet related business. I’m also technically literate enough to drag the supporting data out of IT systems for you where needed. Whether your business is an Internet-based startup or an established B2C or B2B Enterprise focussed IT business, i’d be delighted to assist.

Politicians and the NHS: the missing question

ianwaring Health, Journalism, Management, Medical, Metrics, Politicians

 

The inevitable electioneering has begun, with all the political soundbites simplified into headline spend on the NHS. That is probably the most gross injustice of all.

This is an industry lined up for the most fundamental seeds of change. Genomics, Microbiomes, ubiquitous connected sensors and quite a realisation that the human body is already the most sophisticated of survival machines. There is also the realisation that weight and overeating are a root cause of downstream problems, with a food industry getting a free ride to pump unsuitable chemicals into the food chain without suffering financial consequences for the damage caused. Especially at the “low cost” end of the dietary spectrum.

Politicians, pharma and food lobbyists are not our friends. In the final analysis, we’re all being handed a disservice because those leading us are not asking the fundamental question about health service delivery, and to work back from there.

That question is: “What business are we in?”.

As a starter for 10, I recommend this excellent post on Medium: here.

The simplest leading indicators of future performance

ianwaring DEC, Future Trends, Management, Money Leave a comment

Crystal Ball Future

I saw a note from one of my ex-colleagues from my 17 years at DEC in a long line of the mutual hatred of who became known as “GQ Bob”, aka Bob Palmer. Palmer presided over losses in 5 years that exceeded the total profits of the company in the preceding 35 years, before selling what was left to Compaq, who in turn sold out to HP. The note struck a chord with me:

I worked for a number of years in “The Mill”, the ancestral home of Digital Equipment Corporation. Each day, I’d walk up the hill from the lower Thompson Street parking lot and into the Thompson Street lobby, past the very-near-to-the-door visitor parking area (“Blue Pass Required!”). Each day, I’d see a white Porsche 911 parked in visitor parking. After months of this, my interest had been piqued, so I asked Security who was the visitor that parked their Porsche here day after day. “Oh, that’s no visitor; that’s Bob Palmer’s car. He’s VP of manufacturing. “Isn’t that *VISITORS ONLY* parking?” I asked?” I just got a shrug back. So I figured out where his office was in the Mill and took a walk down there. “Palatial” is the word that came to my mind; with huge office areas and practically no people. I formed my opinion of Bob Palmer that day, and it never changed the rest of the years I was at Digital.

When I was in the UK PC Dealer team back in 83-84, one of our account managers (David Bedding) visiting prospective resellers always did one piece of due diligence, and would walk away from anyone who violated it. He would measure the distance from the nearest visitor car parking space to the front door, and the nearest space reserved for employees (and especially so a Director) to that same door. If the visitor spot wasn’t closer, he wouldn’t sign them up on principle. He’d just report back that he was “underwhelmed” at the prospect of recruiting them and declined to waste his time doing so.

It was simply the best leading indicator of attitude to customers that no business plan could mask.

With hindsight, the other leading (negative) indicator was the owner having a goal to be bought out and to drive the business with that objective above all other considerations; the road was littered with the remains of those outfits.

Meanwhile, the ones that obsessed over their service to their customers, above all else, did far better. But that’s obvious, isn’t it?

Nadella: Heard what he said, knew what he meant

ianwaring Cloud, Enterprise IT, Future Trends, Management, Marketing, Microsoft, Software Leave a comment

Satya Nadella

That’s a variation of an old “Two Ronnies” song in the guise of “Jehosaphat & Jones” entitled “I heard what she said, but knew what she meant” (words or three minutes into this video). Having read Satya Nadella’s Open Letter to employees issued at the start of Microsoft’s new fiscal year, I did think it was long. However, the real delight was reading Jean-Louis Gassee – previously the CTO of Apple – not only pulling it apart, but then having a crack at showing how it should have been written:

Team,

This is the beginning of our new FY 2015 – and of a new era at Microsoft. I have good news and bad news.The bad news is the old Devices and Services mantra won’t work. For example: I’ve determined we’ll never make money in tablets or smartphones.

So, do we continue to pretend we’re “all in” or do we face reality and make the painful decision to pull out so we can use our resources – including our integrity – to fight winnable battles? With the support of the Microsoft Board, I’ve chosen the latter.

We’ll do our utmost to minimize the pain that will naturally arise from this change. Specifically, we’ll offer generous transitions arrangements in and out of the company to concerned Microsoftians and former Nokians.

The good news is we have immense resources to be a major player in the new world of Cloud services and Native Apps for mobile devices.

We let the first innings of that game go by, but the sting energizes us. An example of such commitment is the rapid spread of Office applications – and related Cloud services – on any and all mobile devices. All Microsoft Enterprise and Consumer products/services will follow, including Xbox properties.

I realize this will disrupt the status quo and apologize for the pain to come. We have a choice: change or be changed.

Stay tuned.

Satya.

Jean-Louis Gassee’s  full take-home on the original is provided here. Satya Nadella should hire him.