26 May 2003
The arguments in this article succiently encapsulates the problem for the super-large IT companies; they are too large to innovate but have yet to work out (fully) how to make the most money from their brands. The Economist IT Review (week May 10-16) explains it out more eruditely than I can. This has to be an opportunity to small innovative companies with products - let HP, IBM et al sell the services and products from innovative companies through partnership, OEM and acquisition.
Their other option was to get smaller, more focused and more innovative however, that does not exactly fit the fee earners aspirations.
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26 May 2003
The arguments in this article succiently encapsulates the problem for the super-large IT companies; they are too large to innovate but have yet to work out (fully) how to make the most money from their brands. The Economist IT Review (week May 10-16) explains it out more eruditely than I can. This has to be an opportunity to small innovative companies with products - let HP, IBM et al sell the services and products from innovative companies through partnership, OEM and acquisition.
Their other option was to get smaller, more focused and more innovative however, that does not exactly fit the fee earners aspirations.
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