This change of name was Frank Boulben idea. The French marketing executive in December showed me during my last trip to Waterloo, shortly after he became marketing director smartphone maker. We entrench ourselves in a conference room nestled somewhere within the halls of gray cubicles of the company, he assumed that they would soon be replaced with bright colorful and collaborative spaces. “Is the new BlackBerry!” He said, putting your face a beautiful show.
a time last winter, we, the observers of technology, held our breath.
technology giant had replaced its management team with a band of external executives and was about to throw a couple of devices he believed could save the company. Employees who survived rounds of layoffs were full of energy again. And devices! Oh, devices. They were so beautiful. In the Z10, for example, had a touch screen keyboard with a thermal map below it, which, as customers used it, the position of the keys to fit your keystrokes (which led to fewer errors spelling, no matter how grand a thumbs). While the company was preparing to launch winter, the excitement was palpable. Maybe-just maybe-BlackBerry could do it right this time.
Then it was over.
On November 25, the company announced that the company would Boulben along with Kristian Tear COO and CFO Brian Bidulka a veteran executive of the company. Tear Boulben as both were recruited by the CEO Thorsten Heins, who had left the company three weeks before. In addition to the legal director, Steven Zipperstein, the only high-profile recruitment Heins has not been publicly farewell is the creative director of the company, the singer Alicia Keys.
Thorsten Stage HeinsHeins has a tough job. When he took over as CEO in January 2012, replacing the duo who had led the company for a decade, the company was already in crisis.
BlackBerry 7 operating system was not sold, nor its tablet, the PlayBook. The company had lost several technological transitions: from physical to virtual keyboards, the wireless communication technology 3G to LTE faster
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Having been in a state of hyper chaotic for so long, had levels of management with overlapping responsibilities-two CEOs and three COOs to start. The action, which had peaked at $ 144 when the company dominated the U.S. Explosive smartphone market in the summer of 2008, was deadlocked at $ 15. And they had been rumors that the company had no cash.
Analysts and shareholders alike clamored for a turnaround specialist. With Heins, instead, they received an internal executive who suggested in his first press conference that RIM needed restructuring. To be fair, Heins understand the position in which the company was. When I visited last year, he said: “You can not stand in front of your people and say, ‘This company is in deep shit,’” he said. “Before you talk to the media about a restructuring had to talk to my people and prepare them for what was to come.”
The biggest mistakeHeins was strategy. He tried to face the reigning oligopoly smartphones beating them at their own game, creating more elegant devices more attractive software . But although they were so beautiful that the new BlackBerry devices, arrived late to the market, being released several months after the company had promised, and spent almost unnoticed in a sea of ??smartphones users already entrenched ecosystem of applications Google and Apple products. Indeed, Heins was competing in a market in which the third largest player was being expelled.
At the same time, the CEO hired bankers to evaluate the company for a possible sale. “I also had to have a ‘Plan B’,” he said. Because BlackBerry devices generated a lukewarm response, Heins put more effort into finding a suitor for the company. But that did not work either. After completing a two-month review of strategic options and talking with potential buyers including Facebook, Lenovo and several private equity firms, the company abandoned its efforts-and also Heins.
John Chen StageInstead, BlackBerry has announced it will raise 1,000 million, and the company has appointed an external executive, John Chen, as interim CEO.
Chen, who has a seat on the board of directors of Walt Disney Company and Wells Fargo, is credited with having saved Sybase late 1990s, in 2010 the company software to business was sold to SAP for 5,800 million dollars, more than 15 times the market capitalization of the company when he joined her.
But
work before it in BlackBerry is certainly more difficult. (It is notable that their role is referred to as “provisional”). In an interview with the blog CrackBerry industry, Chen said he envisioned a future in which hired a CEO to manage the day to day, framing her commitment to the company this way: “I’ll think about and listen to all others and whatever their advice, and then I’ll decide how temporary is temporary. “
news this week suggests, the first order of the day for Asia is recruiting a new management team, the third in as many years to rebuild the company was the first to teach us all we could check email from the palm of our hand. You will need to revive the remaining company employees, many of whom have heard promises of change ahead. Chen said he has no plans to abolish the mobile phone business, and you want to keep the firm in Canada.
If anyone can save the firm a slow death is Chen. But it is not rude to ask: Does BlackBerry be saved at all
?
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