Mcnish Quotes

Fred Vogelstein summed up iPhone’s impact that day in his book Dogfight with a quote by Google engineer Chris DeSalvo: “We’re going to have to start over.

So I lay her to sleep and wipe off the milk and step into the next room for some innocent filth in the middle of which her scream jolts me up And I transform breast once more between lover and love.

In the technology sector failure is often a precondition to future successes, while prosperity can be the beginning of the end. If the rise and fall of BlackBerry teaches us anything it is that the race for innovation has no finish line, and that winners and losers can change places in an instant.

Smartphone makers sought deeper ties with retail buyers by adding ring tones, games, Web browsers, and other applications to their phones. Carriers, however, wanted this business to themselves. If they couldn’t sell applications within their “walled gardens,” carriers worried they would be reduced to mere utilities or “dumb pipes” carrying data and voice traffic. Nokia learned the hard way just how ferociously carriers could defend their turf. In the late 1990s the Finnish phone maker launched Club Nokia, a Web-based portal that allowed customers to buy and download

RIM shipped PlayBooks to major retail clients, such as Best Buy, which had preserved premium display space for the new product. Unfortunately, RIM had neglected to create a demo program to showcase and explain its latest product. With no helpful presentation on the screen of the device, shoppers were left to rummage around PlayBook programs on their own. Countless PlayBooks were immobilized after customers armed the devices with passwords, which the sales staff couldn’t unlock. “This happened hundreds of times,” says McDowell.

good academic students were discouraged from taking technical courses, even if the student intended to study engineering at university.

EVERYBODY HAS PLANS UNTIL THEY GET HIT. —MIKE TYSON

In technology, failure is often a precondition to future successes, while prosperity can be the beginning of the end,

Innovation could not thrive without corporate support and effective commercial strategies.

Another contender was Nokia’s 9000 Communicator, a book-sized tool that looked like a cellphone strapped onto a mini keyboard. A precursor to the smartphone, the 9000 combined computing, cellular, and Internet applications such as browsing and e-mail. The Finnish phone was so glamorous it was used by Val Kilmer’s Simon Templar character in the 1997 remake of The Saint. Few consumers, however, could afford the $800 price tag, and wireless cellular network carriers more accustomed to handling voice traffic charged a fortune to relay

Customers flooded back to stores dissatisfied with their touch-screen BlackBerrys. Balsillie knew returns were high. What he didn’t realize was how severe the problem was. As their meeting got under way, Verizon’s chief marketing officer, John Stratton, laid out the shocking news to his guests from Waterloo. Virtually every one of the first batch of about 1 million Storms shipped needed replacing. Many of the replacements were being returned as well. The Storm was a complete failure, and he wanted RIM to pay.

Eventually, Morrison realized that work was the only language the two men shared. When he wasn’t talking about RIM, Lazaridis was rhapsodic about technology breakthroughs and quantum physics. Balsillie’s enthusiasms were sports, traveling, and business celebrities who were starting to pay attention to BlackBerry’s founders.

In March the two sides announced a settlement. NTP’s persistent demand for royalties was off the table. Instead RIM would pay NTP a lump sum of $612.5 million. Thomas Campana did not live to see his case validated. The heavy smoker died of cancer in 2004. NTP’s law firm, Wiley Rein, pocketed $245 million of the settlement, the largest contingency fee earned by any U.S. law firm that year.

Shortly after Lazaridis decided to cut his ties to RIM, he drove to a Waterloo electronics store. Preparing for what he regarded as an unthinkable future without keyboard BlackBerrys, Lazaridis emptied the store’s shelves of BlackBerrys, filling a large box with his purchases. “The most frightening thought,” he says, “was that I wouldn’t have a BlackBerry.

In an open letter to RIM’s senior management team in June, a writer identified as an unnamed high-level RIM employee began: “I have lost confidence.”4 The writer anguished over internal chaos and delays, lack of discipline and accountability, and called on the CEOs to make drastic changes, including finding “a new, fresh thinking experienced CEO” to replace them. When RIM responded with an upbeat, everything-is-under-control message later that day, the blog was flooded with e-mails from past and present RIM employees about the company’s travails.

When Globe and Mail reporter Omar El Akkad traveled to Waterloo to visit Lazaridis, he got an unexpected reply after wondering aloud what might happen if PlayBook failed. “Are you Canadian?” Lazaridis asked El Akkad, a Canadian citizen of Egyptian descent. Sweeping his arm toward RIM’s sprawling campus of buildings and nearby research institutes he and Balsillie founded, Lazaridis waved the flag, “Jim and I have invested a whole bunch in this country and community … gosh look at the success.

Growing heated as he talks about the lost opportunity, Balsillie stops and bows his head. Rubbing a clenched fist back and forth across his forehead, as if trying to remove some hidden stain, he ends the conversation. “I must not go back to the life of commerce,” he says.

more lucrative dates. The scheme was not properly disclosed

didn’t

$66

Spooning (2021) I realise there are much bigger hardships in lockdown but right now I really miss naked spooning. i want to spoon you and watch Star Wars tonight today has been a long day that’s how the saying goes i do not want to talk i do not want us wearing clothes i want to be the front spoon lamp off; duvet up yoda and a spaceship race some kisses on the nubbin at the bottom of your neck your crotch nudging my buttocks with that hint of maybe sex warm semi on my backbone arm loped across my chest i want a second chance for Anakin that mask still makes me weep i want a fondle of at least one breast then, silently to sleep

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And anyway, we don’t care about boobs. No one told me when I wore low-cut vest tops to be modest. We don’t have a problem with boobs at all. We have a problem with babies sucking on nipples, let’s be honest here.

Whether consciously or not, you see people nervous when, as a young black male, he approaches. You see people cross the road, assume he won’t have a ticket on a train; he’s stopped at customs, checked for drugs, asked for drugs on holidays, stopped by the police more. Anyone who says this structural racist shit is not happening any more just needs just to follow him for a month. It’s a really sad way to grow up. One

Whether consciously or not, you see people nervous when, as a young black male, he approaches. You see people cross the road, assume he won’t have a ticket on a train; he’s stopped at customs, checked for drugs, asked for drugs on holidays, stopped by the police more. Anyone who says this structural racist shit is not happening any more just needs just to follow him for a month. It’s a really sad way to grow up. One of the reasons he says he loves having a baby, apart from obviously having the actual baby and being a father, is because for the first time in his life, people in the street smile at him. When he’s with her, especially when he has her in a sling, he goes from ‘young black male’ to ‘sling-carrying male’ or ‘dad’. I think he would like a baby strapped to him for the rest of his life for this reason.

I’ve got no research to back it up but I think Swedish parents have better orgasms, mainly based on less stifled hate and more shared parental leave. Orgasms; it’s all down to politics. Female ones, at least.

I cry because the feel of my own body is completely unknown to me and nobody warned me about that.

What we were showing was very futuristic,” Neale says. So futuristic no one visiting the enchanted forest realized the display was still a fantasy. None of the machines actually worked on Mobitex yet. The terminals were wired into a computer simulating radio transmissions.

Apple changed the competitive landscape by shifting the raison d’être of smartphones from something that was functional to a product that was beautiful. “I learned that beauty matters.… RIM was caught incredulous that people wanted to buy this thing.

The key was stealthily leveraging and launching, then asking for forgiveness,

The meeting started well enough. Balsillie explained how BlackBerry could be synchronized with a user’s desktop computer calendar and contacts. You just have to put the device in this cradle, he said, pointing to a prototype. Normally, the cradle would have had a cable connecting it to the computer, but the cord was missing from the demonstration. One Intel executive, Sean Maloney, VP of worldwide sales, was confused. “What are you saying, how does it do that?” Maloney asked. Klimstra saw why the Intel executive was puzzled. He doesn’t realize there’s supposed to be a cable connecting the cradle to the computer, he thought. Balsillie appeared stumped too, saying nothing. To Klimstra, the lengthy silence that followed was agonizing. This must be my cue, he thought. Clearing his throat, Klimstra piped up: “That cradle is just a mock-up.” Maloney nodded as Klimstra explained it would normally have a cable attached. Balsillie turned to Klimstra. “Eric,” he said, growing cold with fury. “Don’t you ever, ever, ever, ever”—Klimstra’s stomach twisted with each “ever”—“interrupt me in a meeting again.” After an awkward silence, Balsillie continued the presentation. As they filed out after the meeting, Maloney’s eyes met Klimstra’s. The young evangelist could read the look: “Kid, I’m sorry if I got you fired.” Outside, Balsillie was unapologetic. “Never interrupt me when I’m in the zone,” he said. “I was very specific in directing them in a certain way and I didn’t want to go down any other path.” It wasn’t that Klimstra had said anything wrong. What bothered Balsillie was that he had said anything at all. “He could have been about to take us over a cliff” by inadvertently blurting out a corporate secret as he explained how the system worked, Balsillie says of his strict stick-to-the-script rule.

I had an expression: Never moon the gorilla,” Balsillie says. “Microsoft was the gorilla. We cut them by far the widest berth of anyone.” Balsillie’s strategy for dealing with Microsoft was to undersell RIM’s potential. Upon launching BlackBerry, he pitched the device to Microsoft as a pager-like service to promote the software giant’s corporate e-mail software, Exchange.

Balsillie followed two Sun Tzu tactics religiously: appear strong no matter how weak your hand; and move to uneven terrain if an aggressor is overwhelming. For Balsillie, rugged ground meant keeping competitors, suppliers, and customers off balance.

Although corporate bosses were starting to embrace BlackBerry, Lazaridis and Balsillie knew they faced a challenge selling bulk orders to big businesses. Technology purchases were the domain of chief information officers (CIOs). These executives were conservative and frowned on technology that exposed internal communications. “The problem with going through IT is they had to approve everything. It would take a year,” says Lazaridis. “You had to test everything, approve it, and most of these [CIOs] didn’t want it anyway. It was just another thing to deal with. But once a CEO tried it, that was it.” The solution, Lazaridis and Balsillie decided, was an unorthodox plan to infiltrate Fortune 1000 companies. RIM made it easy for influential managers and executives to link the addictive BlackBerry system into their corporate e-mail without involving the IT department.

Bill Kelley, a Bloomberg employee, waited minutes before replying on his BlackBerry to a relative asking: “Bill, are you OK?” At 9:23 a.m. Kelley sent the last message of his life from the Windows on the World restaurant on top of the World Trade Center. “So far … we’re trapped on the 106th floor, but apparently [the] fire department is almost here.”5 These messages are a sample of a vast collection of e-mails sent on September 11, 2001, and later shared with news media or stored in a 9/11 digital archive owned by the Library of Congress. Many of the e-mails were dispatched by BlackBerrys. For trapped or fleeing workers, BlackBerrys were the only reliable communication link in lower Manhattan. After the first plane knocked out cell towers on top of the World Trade Center, cell and landline circuits were overwhelmed. Paging companies lost many of their frequencies, and phone lines went dead for hundreds of thousands of Verizon customers6 when a call-switching center, several cell towers, and fiber-optic links were smashed by debris from a collapsed building.7

RIM’s chief saw the semiconductor giant as a dangerous, tricky heavyweight whose every employee lived by former CEO Andy Grove’s mantra, “Only the paranoid survive.

On a less public stage he meets a few times a month with Canadian technology entrepreneurs. He grants each visitor about an hour in a session that is part speed dating, part talent show. In these encounters, he plays the tough judge, brusquely challenging their technology, strategies, and financing as a way of preparing them for the kinds of predators that once threatened RIM.

If the rise and fall of BlackBerry teaches us anything it is that the race for innovation has no finish line, and that winners and losers can change places in an instant.

One important duty of public company directors is to oversee strategic planning, but in Waterloo it seemed like an afterthought. RIM’s board paid “limited attention” to strategic planning according to Protiviti. In 2009, the year Apple started taking big bites out of BlackBerry’s market share and RIM was betting heavily on Storm phones, the board’s Strategic Planning Committee met exactly once, for less than two hours, according to Protiviti. As RIM stepped up acquisitions of technology companies to bolster BlackBerry services, directors had little time to assess some deals. According to Protiviti, directors sometimes learned about deals during the same meeting they were asked for approval. Elsewhere, the board’s audit committee was asked to review financial press releases after publication. RIM’s employee count soared 53 percent to 12,800 in 2009. The surge of new hires was so great that “a number” of new executives were not vetted or approved by the board, Protiviti said. The report attributed the board’s inactivity to a lack by some directors of “sufficient understanding of the company’s business” and excessive deference to Balsillie and Lazaridis. “For these and other reasons, there has been some hesitancy for directors to question or challenge management,” the report concluded.