bookmark_borderDie Aufgaben der neuen Merkel-Regierung

Erst einmal muss man ihr gratulieren. Unabhängig davon, ob man nun ein Anhänger ist oder nicht, hat sie die Wahl mit Abstand und ganz klar gewonnen. Was aber vor ihr liegt, sind grosse Aufgaben – ob es sich dabei um die Veränderung der Gesellschaft, der Politik oder Europa handelt: die Aufgaben sind gigantisch und so sollte auch ihr Erbe sein.

Frau Merkel hat mit Abstand diese von allen Beobachtern im In- und Ausland sehr gespannt beobachtete Wahl gewonnen. Ob man ein Anhänger ist oder nicht: die Wähler haben entschieden, dass sie weitere vier Jahre an der Macht bleiben soll. Aber haben die Wähler auch entschieden, dass die gleiche Politik weiterverfolgt werden soll?

Die neue Bundeskanzlerin steht vor einem grossen Haufen an Aufgaben, die zu lösen eine Herausforderung stellen, wie noch nie zuvor.

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bookmark_borderHas Apple Lost its Mojo?

Wow, what a disappointing presentation: Apple’s Media Event on Sept 10th was the biggest disappointment I had with regards to Apple.

I don’t mean to say that I expect Apple to innovate ahead of everybody else every year and introduce ground-breaking technologies year after year. That was not what I was expecting.

What disappointed me were two items:

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bookmark_borderEnd of the Operating System License as a Business Model?

Today, I was reading an article about the history of Unix. When I came across this paragraph, I had an intense instinctive and natural reaction:

Sun was already a success (with imitators!) when, in 1983, the U.S. Department of Justice won its second antitrust case against AT&T and broke up the Bell System. This relieved AT&T from the 1958 consent decree that had prevented them from turning Unix into a product. AT&T promptly rushed to commercialize Unix System V—a move that nearly killed Unix.

My reaction was: “Whoa! How can they think anyone would want want to pay for an operating system (OS)?

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bookmark_borderPlea for a New Nokia (April 2nd, 2010)

(This was an article I wrote in April 2nd, 2010 and sent to the Nokia Executive Board – Times have changed and, as the saying goes, “The Rest is History”)

Today, we face what might be seen one day as the biggest and sharpest crisis in Nokia’s history: we’re being attacked on all fronts – being a big market leader, as a friend put it, sucks: you are usually attacked at high-end, middle-range and low-end at the same time – you have to fight battles on many fronts and nobody in human history ever won many battles at the same time. If Nokia cannot find a niche, however big it might be, it is condemned to either shrink significantly, become a supplier for other mobile phone companies or … something even worse.

But how could this have happened? What are the reasons and what might be the remedy?

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