Sutter, white-haired and soon to be 85 but still razor-sharp, has finally told his life’s story, and that of the 747, in a book with aviation writer Jay Spenser.
“747: Creating the World’s First Jumbo Jet and Other Adventures from a Life in Aviation,” won’t hit book stores until May. But last week I received an advance copy from the publisher, Smithsonian Books.
via enplaned.
So it has happened. Google has caved in. It has agreed to actively censor a new Chinese-language search service that will be housed on computer servers inside the PRC.
Obviously this contradicts its stated desire to make information freely available to everybody on the planet, and it contradicts its mission statement: "don’t be evil." As Mike Langberg at the San Jose Mercury News puts it: their revised motto should now read "don’t be evil more than necessary."
I sat there listening to the Ford Motor Company press conference Monday morning – as first Bill Ford, Jim Padilla and then Mark Fields outlined the “Way Forward,” confirming the elimination of up to 30,000 jobs and the closings of 14 manufacturing facilities over the next several years, while basically admitting that the company was culturally bankrupt, bureaucratically paralyzed, and woefully and relentlessly clueless about how to function in the modern automotive world – and the first thought that came to my mind is that it’s a flat-out miracle this iconic American company has managed to survive this long.
Monday morning’s presentation, designed to take us under the tent with Ford executives thinking and talking out loud for the assembled media, financial analysts and a worldwide Ford company audience, was a lurid combination of multiple mea culpas and a blatant pep rally – and the net-net of it was that it exposed Ford to be a company so far out of touch and so far removed from being a competitive force in the U.S. market that I was literally stunned at what I was hearing.
I have to agree with Peter. Reading the blowback from Ford’s Monday announcements, I, too wondered where the company is heading, and, if indeed it has been so rudderless, how has it survived?
It’s increasingly obvious that this necessary (not to say inevitable) “restructuring” will have to wait until GM goes under. The General’s generals made that clear when they reacted to Turnaround King Jerry York’s suggestion that GM should deep-six or sell their Saab and Hummer brands. GM execs dismissed the idea with the PR equivalent of a derisive snort. Marketing Maven Monster Mark LaNeve, a man whose comments about GM’s pricing strategy sound a lot like a snake-handler speaking in tongues, assured the press that “all GM’s brands will eventually be profitable.” Bet your bottom dollar? Done. GM has mortgaged its future on baseless brand optimism.
Harsh. We’ll see how it plays out.
NPR:
The documents, products and records a company keeps in its archive help it to create institutional memories — good and bad. Nike turns to shoes in its archives to be reminded of past successes and failures.
Henry Blodget:
No one else is writing this piece, so it will have to be me. I should say upfront that I’m not predicting that this will happen (yet), and I’m certainly not making a recommendation. I’m just laying out a scenario that could kneecap Google and take its stock back to, say, $100 a share.Google’s major weakness is that it is almost entirely dependent on one, high-margin revenue stream. The company has dozens of cool products, but with the exception of AdWords, none of them generate meaningful revenue. From an intermediate-term financial perspective, therefore, they are irrelevant.
So, the question is, what could happen to AdWords, and what will happen to the company (and stock) if it does?
Rather ironic – and refreshing, coming from Blodget.
Just dropping a bunch of new personal computers on workers’ desks is unlikely to contribute to productivity. A company has to rethink how business processes are handled to get significant cost savings.
As the Stanford economic historian Paul A. David has pointed out, the productivity effects from the electric motor did not really show up until Henry Ford and other industrialists figured out how to use it effectively to create the assembly line. The same is true for computers: just as the early industrialists had to learn how to use manufacturing technology to optimize the flow of materials on the factory floor, companies today must learn how to use information technology to optimize the flow of information in their organizations.
For our latest podcast, we spent some time with Maker’s Mark CEO Bill Samuels Jr., who described how one rather influential person helped launched the bourbon manufacturer into the stratosphere of recognition.
He also discusses the rationale and practice of “marketing without fingerprints” and the rapid growth of its ambassador community.
DNA Direct offers genetics tests that can reveal a predisposition to a half dozen diseases or conditions, among them breast and ovarian cancer, cystic fibrosis, clotting disorders and infertility. Phelan obtained her chromosomal analysis the same way any client could. She spoke with the company’s genetic counselor and then went for a blood test. The counselor reviewed the findings to help her interpret what they meant. In Phelan’s case, the results provided a surprise — what looked like partial Turner’s syndrome. It was a possible clue to her past struggle with infertility, although she’s never had any other symptoms.
“When I realized this I was thrilled,” she said. “There may have been an underlying genetic factor. … I thought, wow, women could go through this and have this help. It can work backward and help diagnose the past.”
This recovery is different because it was spawned and subsequently nurtured on the back of asset appreciation alone. Greenspan and company have high hopes that investment and then employment will ultimately kick in and work their self-sustaining magic one more time, but jobs and investment these days go to Asia at the margin, and domestic animal spirits have been squelched by the looming inevitability of reduced returns on risk capital in a low interest rate world. I’ll leave the Asian story for another day or let you turn on CNN at 11:00pm EST to get your fill of Lou Dobbs – the Dobbsian spectre of foreign competition on the march is undeniably real. My point in this Outlook will be an extension of the thoughts expressed over the past few months that this recovery is on fragile legs because it is asset-appreciation-based and that future asset appreciation is vulnerable based on the weakening stimulative power of interest rates. Therein lies the potential for a white hot speculative blaze turning into a destructive recessionary fire. Such an analogy inevitably suggests that in future years, Rome, Georgia, may not be on fire, but burning.