2012년 1월 29일 일요일

For many Germans, the euro crisis remains a non-event

For many Germans, the euro crisis remains a non-event

CONSTANCE, GERMANY— From Monday's Globe and Mail

It’s a rainy winter day outside, but inside his office the head of economic development for the southern German city of Constance is explaining why the outlook for his country is sunny, despite the continent’s persistent debt crisis.
All of Constance’s industries – ranging from manufacturing firms to shops to tourism – reported “outstanding” results in 2011, according to Friedhelm Schaal, the city’s head of economic development. And far from fearing a meltdown in 2012, the year has instead started “very promisingly,” he said.

“The real economy held up extremely well.”
A trip to this town of 80,000 offers a window into how Germans are dealing with the debt crisis that has gripped the continent from Ireland to Greece. The Germans have taken the lead in trying to pull their European Union partners out of the abyss, but the cost is still unknown and success very much uncertain.
Germans are feeling less then favourable toward the euro and the EU, and believe the bad news will continue. But when it comes to their own country, they are more optimistic.
In 2011, the number of unemployed in Germany fell to an average of 2.98 million workers, the lowest level in two decades. In a survey conducted by the Allensbach Institute at the end of last year, roughly half of Germans said they were looking toward 2012 with hope, while another 17 per cent said they had concerns, and the remaining 26 per cent were skeptical.
“Germans feel that their individual present situation is positive and are positive about what the future will bring,” said Richard Hilmer, manager director at the Infratest polling institute. But at the same time, “there is the fear that the euro crisis won’t be over for a long time and the worst is possibly still to come.”
Even as German Chancellor Angela Merkel and other key EU finance officials voiced optimism that a deal to avoid a Greek default was imminent, worries persisted that tough new austerity demands of the region’s weaker economies will spark a painful recessionary spiral.
So far, though, Germans have suffered little to no impact from the debt crisis. In Constance on a recent Friday, the streets were bustling with shoppers and the cafés were full of grandmas treating themselves to coffee and cake.
The town’s pretty centre, and festivities like the Carnival and Christmas market, attract plenty of tourists. Retailers have also profited in recent years as Swiss shoppers flood over the border to take advantage of the weaker euro currency. And over the past 50 years, the city has shed old industries like textiles to focus on environmental technology, health care and nanotechnology.
Germany is certainly one of the “haves” among the EU’s 17 members, which is why it is driving bailout efforts to stabilize the “have nots” such as Greece, first through the European Financial Stability Facility and then the European Stability Mechanism.
“[The debt crisis] doesn’t affect everyday life,” said Professor Claudius Marx, leader of the Hochrhein-Bodensee Chamber of Commerce, based in Constance. “The bus drives in the morning like always, the shops open, the shelves are full, we have almost full employment. It is not tangible. It is an abstract crisis.”
Indeed, the owner of a sausage stand in the centre of Constance said the outlook isn’t so bad and he believes Germany should stick with its EU partners.
“Germany is doing well,” Marcus Gloeckler said. “People have to see the good in the euro. It’s one of the best currencies in the world.”
Confusion may be helping to shape Germans’ resilient views. Experts believe the endless rounds of crisis meetings and complicated rescue packages are too abstract for most people to truly grasp.
“I think that most citizens have big difficulties in understanding what it’s about,” said Günter Franke, a professor for international financial management at the University of Constance. “I think people go on the street (to protest) when they feel directly personally affected by something and when they feel emotionally stirred by something, and I think this emotion hasn’t been the case up until now in Germany.”
That may soon change, as the crisis starts to drag on German’s economy. While gross domestic product grew 3 per cent last year, it’s forecast to slow to 0.7 per cent in 2012 as exports to the stalled European economies slow.
“In the middle and long run, the plain truth is we can’t do well if our neighbours aren’t doing well,” said Professor Marx of the chamber of commerce.
Lower economic growth, and the job losses that will likely follow, will make the Germans feel less sanguine about the euro drama, experts agree. An older woman strolling the streets of Constance pointed out that Germany has its own people to take care of, saying she receives a pension of just 400 euros a month after working 20 years as a nurse.
“The opinions will certainly be more critical,” said Professor Renate Koecher, the director at Allensbach.
Germans are clearly wary of the euro. A poll last year by Allensbach showed that 67 per cent of Germans have little or no trust in the EU. Yet, they have no intention of leaving it.
Parting ways with the euro would be a greater disaster for their country, they say, as a return to the German mark would push up the value of their currency, making exports more expensive and damaging their economy.
“(Germany) would be a small country with 80 million inhabitants with an economy that is directed toward an EU area that doesn’t exist any more,” said shopper Michael Knecht, a judge who lives in the Constance area.
“Then it would become unbelievably expensive.”
What they would like to see is change within the struggling countries and stricter rules for the euro zone, as indicated by Ms. Merkel. The latest summit on the crisis is slated for this Monday in Brussels.
“We will only be able to strengthen our common currency if we co-ordinate our policies more closely and are prepared to gradually give up more powers to the EU,” Ms. Merkel told The Guardian and other European newspapers last week (week of Jan. 23). “If we make loads of promises about debt reduction and sound budgeting, those need to be things that can be enforced or brought to court in the future.”

Why Apple’s success is out of this world

ERIC REGULY

Why Apple’s success is out of this world

ERIC REGULY | Columnist profile | E-mail
ROME— From Saturday's Globe and Mail

Deep in tech land, where the English language is barely recognizable to native speakers, they refer to it as grok, as in “Apple groks the user experience.”
What does that mean? The word has actually been a counterculture fave for decades and first appeared in Robert Heinlein’s 1961 science fiction novelStranger in a Strange Land. According to the novel, it means “to understand so thoroughly that the observer becomes a part of the observed.” In other words, to grok means you get it, big time.

Apple Inc.(AAPL-Q447.282.650.60%), maker of the iPhone, iPad and iPod, groks like no other tech company, with the possible exception of Google. Nokia, Sony, Myspace, Research In Motion and Eastman Kodak, do not. Microsoft groks in computer operating systems and business productivity software, and is decidedly ungrokky everywhere else.
The proof of Apple’s grok-icity is in the numbers. On Tuesday, it reported a record quarterly net profit of $13-billion (U.S.) on sales of $46.3-billion, way ahead of expectations as the new iPhone 4S took off. The company is sitting on $100-billion in cash, equivalent to the economic output of Bangladesh or Vietnam. Apple shares soared, briefly making it the world’s most valuable company, with a market value of more than $400-billion.
Within days either way of Apple’s blockbuster results, Kodak filed for Chapter 11 bankruptcy protection, and Finland’s Nokia, the once unassailable leader in mobile phones, reported a net loss, including a fat write-down of €1.1-billion ($1.46-billion U.S.) in the fourth quarter as its new Windows-based phones failed to challenge Apple’s dominance. Its shares have gone from €25 to €4 in five years. And BlackBerry maker Research In Motion, another tech giant whose shares are on a Titanic run, replaced its joint chief executive officers Mike Lazaridis and Jim Balsillie.
Sony, meanwhile, continues to shed value. Its shares are down by more than half in the last year alone.
There is no assurance that any of the fallen tech giants will ever regain their once-formidable statures in spite of their suddenly heroic efforts to do so. How did they achieve beached-whale status?
It’s not so much that they recognized their faults too late; it’s that they seem incapable of changing quickly. They have the wrong corporate culture, the wrong DNA, the wrong talent for the wrong time.
Take Kodak. The story of its slow-motion suicide, repeated a million times in the last decade, is that it never moved with alacrity to embrace digital photography (unlike archrival Fujifilm of Japan). The theory makes sense if one considered Kodak a leader in the imaging industry.
Yes, it made digital cameras and film, but at heart it was a chemicals company and got bogged down by the chemicals industry mindset. Unlike Apple, for example, it never developed a user-interface and content system like iTunes, one that could have revolutionized the imaging and photo-sharing industry. Note that Kodak never attracted serious corporate or private equity suitors even though it owned one of the most recognizable brand names on the planet. That’s because it had little to offer anyone who wanted to make a splash in the imaging business.
To some degree, Nokia and RIM suffered from the same cultural logjam. Their sins were not just their failure to realize the vast potential of easy-to-use, lightning-fast, touch-screen phones; it was their failure to create ecosystems – the interface that can seamlessly deliver content from music to movies to the user – that could rival Apple’s. To be sure, Nokia and RIM had competitive products (for a time), but it seemed their overriding ambition was to protect the products that had given them gorgeous market share numbers instead of adapting to a fast-changing customer tastes.
Nokia is finally rolling out a family of Windows-inspired smartphones. The new Lumia 800 is getting good reviews. But why would you buy it? It is not just competing with the iPhone and the Google Android devices themselves. It is competing with the entire iTunes ecosystem, which is vastly deeper and richer than Nokia’s.
Even if Nokia develops an ecosystem of sorts, Apple is bound to leap ahead with the Next Big Thing, which may be Apple TV. Imagine a smart LCD-screen TV that’s connected to Apple’s content infrastructure. Using Siri, Apple’s voice-activated personal assistant software, the viewer could order any movie, TV show, game or song available on the Apple network. If Apple TV proves a success, TVs made by Sony or Samsung might seem suddenly primitive.
RIM’s future is equally uncertain. Note that the new CEO, Thorsten Heins, is the former chief operating officer. Promoting an insider, one who owes his livelihood to the outgoing co-CEOs, does not imply that a strategy and product revolution is in the offing. Instead, it implies that the old strategy was sound and just badly executed under the previous management. The market gets this – the shares sank after the management shuffle.
The lack of real change suggests a sore lack of grok.

Japan becomes land of the rising yen

Japan becomes land of the rising yen

TOKYO— From Saturday's Globe and Mail

As chairman and chief executive officer of one of Japan’s signature companies, Fujio Mitarai knows a thing or two about how the soaring value of the yen is ravaging Japanese manufacturers.
Mr. Mitarai, who heads camera and photocopier giant Canon Inc., was dispatched to the accounting division of Canon USA as a 30-year-old in 1966 with the yen trading at 360 to the U.S. dollar (or about 0.28 cents to the yen). When he returned to Japan 23 years later, the currency had surged to ¥120 to the dollar (or about 0.83 cents to the yen).

“During my 23-year tenure, all the products we were importing continued to become higher in pricing” for the U.S. market he recalled. “So my stint in the United States was actually a battle against the hike of the yen and I’m still battling the yen appreciation.”
So are most of the country’s exporters, whose ascension into global powerhouses in the 1980s and 1990s gave rise to the term Japan Inc. But it’s a battle that many of them are losing as the yen now trades near its record high at about ¥77 to the U.S. dollar.
The companies that form Japan Inc. are under pressure as never before amid a domestic economy that has been stagnant for two decades, assaults by rivals from lower-cost countries, and a currency that has sent costs soaring.
Even Japan’s auto makers, which have been expanding production offshore for years and are masters at squeezing waste and cost out of their factories, are warning of a “hollowing out” of manufacturing in the world’s third-largest economy.
Getting Japan’s economy rolling again is crucial to restoring the global economy to health. It’s also important for several Canadian industries, and other countries that count Japan as a major market, particularly as the sovereign debt crisis grips Europe and the United States grapples with a weak recovery.
Japan is the largest overseas market for Canadian agriculture and seafood products. The potential renovation market of $50-billion is a key target for forestry and building products exporters from Canada.
There are few signs, however, that a major turnaround in Japan’s economy is imminent, despite massive public and private spending in the effort to recover and rebuild after the March 11 earthquake and tsunami.
“Japan's economic activity has been more or less flat, mainly due to the effects of a slowdown in overseas economies and the appreciation of the yen,” the Bank of Japan said this week in its monthly summary of the state of the economy.
Behind the dry words of a central bank report, however, the yen is forcing a transformation of the Japanese economy. As one phrase popping up more and more goes, it is no longer “made in Japan,” but “made by Japan.”
The challenge is enormous. This week, Japan reported its first annual trade deficit since 1980, caused by the impact of the March 11 earthquake, tsunami and energy crisis and a decline in exports attributable in part to the strong yen.
Japan’s changing reality was emphasized again Wednesday when Nissan Motor Co. Ltd. unveiled a $2-billion (U.S.) investment to build a new assembly plant in Mexico, which will boost its production there to 1 million vehicles annually. That’s just short of the 1.2 million vehicles Nissan makes at home in Japan.
The new factory will come on-stream next year to make small cars, once the bread and butter of Japan-based auto plants that exported vast quantities to the United States and Canada.
“The fact is that Japan is facing a serious crisis,” Carlos Ghosn, Nissan’s blunt-speaking chief executive officer, told The Globe and Mail in an interview at the company’s head office in Yokohama. “There will be a hollowing out, without any question.”
Nissan divisions in other regions of the world don’t want cars from Japan, he said.
“They see the costs, they say: ‘I can’t compete.’ They say: ‘Give me a car from Mexico, give me a car from China, give me a car from Thailand.’ ”
The crisis is even more grave for Japan’s electronics industry, which is beginning to understand how U.S. television and electronics manufacturers disappeared in the 1980s when the likes of Sony, Panasonic and Toshiba targeted the family rooms of America.
Japanese electronics giants are under fierce pressure from South Korea-based Samsung Electronics Co., LG Electronics and others that are assembling products in China, Indonesia, Thailand and other low-cost countries.
Panasonic is slashing its 42-inch television production to 7.2 million units a year from 13.8 million. It’s halting plasma television output at a massive plant in Japan that opened just three years ago.
Procurement and logistics functions are being transferred to Singapore from Osaka in the 2013 fiscal year. Panasonic is projecting a loss of ¥420-billion yen ($5.5-billion) in the fiscal year that ends March 31.
Sony Corp., the maker of televisions, camcorders, computers and mobile phones, is also feeling the squeeze.
Moody’s Investors Service Inc. downgraded the debt of both Sony and Panasonic earlier this month and slapped a negative outlook on both companies.
“The negative outlook represents Moody's concern on whether Sony will be able to restore earnings and cash flow, given challenging market conditions,” the rating agency said in its report on Sony. “The latter include intense competition and sharp price declines in the TV business, the maturity of major digital products, and the rise of smartphones and tablets.”
Game and console maker Nintendo Co. Ltd. said this week that it expects to post its first-ever loss in the fiscal year that ends in March, the same day NEC Corp. said it plans to slash 10,000 jobs. About 7,000 of those are in Japan, the technology and smartphone giant said.
TDK Corp., which makes sensors, capacitors and other components that go into these electronics devices, is slashing its global work force by 11,000 people as it deals with the rising yen and other problems.
“We are in a very difficult market situation and this situation is expected to continue,” Takehiro Kamigama, TDK’s president and CEO said on a conference call with investors in October. “I don't think we can be optimistic.”
Mr. Mitarai of Canon said he is optimistic – in part because the company has taken long-term actions to insulate itself from the rise of the yen.
About 55 per cent of Canon’s products are made outside Japan, he noted.
Canon opened its first Vietnam plant in 2001, has several plants in China, including one that opened last year to make laser printers and also has manufacturing operations in Thailand and Taiwan.
“I must say, for this year alone, the impact from the Great East Japan Earthquake and tsunami as well as the floods in Thailand had a larger impact than the exchange rate on our business,” he said.
Part of his prescription for offsetting the rise of the yen is to retain production of high-value-added products such as single lens reflex cameras and high-end copiers in Japan.
Nissan takes a similar view, noted chief operating officer Toshiyuki Shiga, who pointed to the subcompact March model being produced in Thailand, while the leading-edge battery-electric car, the Nissan Leaf, is assembled in Japan.
But even the high-value-added vehicles assembled in Japan such as the Leaf and vehicles for Nissan’s Infiniti luxury brand, now contain low-cost parts that are made in China, Thailand or elsewhere and imported to Japan for final assembly into the vehicles.
Toyota Motor Corp., Japan’s largest auto maker, has promised to maintain production of 3 million vehicles in the country, but much of its growth is outside its home country and it’s taking steps to reduce costs in Japan to offset the rise of the currency.
Its newest plant doesn’t ship cars along a conveyor belt close to the ceiling before lowering them to the assembly line, which has become the standard method for putting vehicles together. Moving them instead along raised platforms allowed Toyota to reduce the height of the plant, which reduces its size and thus cuts the costs of heating and air conditioning.
It’s the kind of relentless push for efficiency and cost-cutting needed if Japanese companies are going to survive the crisis.

Tech talent turns away from RIM

Tech talent turns away from RIM

WATERLOO, ONT.— From Saturday's Globe and Mail

When Ziyad Mir was looking for a work placement in 2009, there seemed no better place than Research In Motion Ltd. (RIM-T16.790.513.13%)
Like his colleagues in the University of Waterloo’s famed systems design engineering program, which is known for spinning out world-class programmers, Mr. Mir admired the entrepreneurial success of a local startup that grew into Canada’s biggest technology company. RIM was right next door and had unbreakable ties to the university – having been started by Mike Lazaridis when he was still a young student there.

But times have changed, and although this region is still rich with talent, many of the brightest no longer aspire to work at the company that helped put Waterloo on the global map. “It was definitely a really great place to have your first internship,” says Mr. Mir, now a 20-year-old intern at LinkedIn Corp. in Mountain View, Calif. “But you don’t see a lot of the strong students ending up wanting to go to RIM full time, which is sad.”
The talent, in other words, is following the customers, millions of whom have shunned the company’s once-dominant BlackBerry in favour of smartphones made by Apple Inc., Samsung Electronics Co. Ltd., and a host of other wireless-industry rivals. To take one remarkable measure of the shift: Apple sold 37 million new iPhones in the final three months of 2012 – about half as many phones as are used by the 75 million BlackBerry subscribers in the world today.
That RIM is losing, and losing badly, is obvious. The question is what can be done to halt the slide. Technology companies, more than others, are vulnerable to death spirals: A poor set of products causes customers to flee, causing revenues to fall, causing layoffs or other cutbacks, causing the best people to leave – which then makes it more difficult to innovate and create compelling new products.
It is the job of Thorsten Heins, the 54-year-old German physicist who this week became RIM’s new chief executive officer, to arrest the decline. He has already said that RIM will not pursue the quick-fix solutions that have been proposed – breaking up the company, selling it, perhaps getting rid of the handset business to focus on software and services. “We are going to do this ourselves,” he told the company’s 17,000 employees this week. They will do it the hard way.
For Mr. Heins, repairing RIM will require him to change its image with a number of important groups. With consumers, RIM must somehow portray the BlackBerry as cool again, via a new marketing strategy that will be driven by a person he hasn’t yet hired. Mr. Heins needs to win over large wireless carriers like AT&T Corp., who are as infatuated as their customers with the iPhone and Android phones. He must woo outside developers, who are a big reason for Apple’s success, and persuade them the BlackBerry is not dead – and is still worth creating software applications for.
It’s a complicated task. And it all starts in Waterloo.
RIM’s business went off the rails because it couldn’t produce a smartphone on time that was better than its competitors’ products. But it couldn’t create a better smartphone because, in part, its work environment has become increasingly dysfunctional and bureaucratic, according to numerous sources close to the company.
Employees and former employees describe a process where they were frequently re-assigned in the middle of complicated, long-term projects because there was no executive in control who could make firm decisions about key elements of the production process. That led to wasted time, and immense frustration for employees, one person said.
Mr. Lazaridis, who resigned as co-CEO this week, was considered by some to be a perfectionist. He would, at times, delay the process by requesting more and more software features and functionality, sources say. Some believe the unusual two-headed structure of the company, in which Mr. Lazaridis and Jim Balsillie both held the CEO title, also slowed things down. “What has happened [now] is that there has been an agreement to have everything flowing through the desk of one person,” a former RIM executive said. “You remove the potential for duality.”
Mr. Heins, who was chief operating officer, will need to bring a new type of discipline to the company’s sprawling operations. “This is what I will really focus on ... that we get better at execution,” he told employees this week.
There is no margin of error for him. Arguably, the final blow for Mr. Lazaridis and Mr. Balsillie came on Dec. 15, when the company announced a major delay in BlackBerry 10 phones – the line of smartphones that will run on a new, more powerful operating system and are designed to narrow the gap between RIM and the competition. Those phones are expected to come out in the fall, and since RIM is already far behind, it is not a deadline Mr. Heins can afford to miss.
As he rallies RIM’s employees behind the BlackBerry 10 project, Mr. Heins will need to turn it into a truly viable platform, rather than an also-ran alternative to Apple’s iOS and Android. That will mean ramping up the company’s efforts to get apps – which means luring third-party developers to create them and investigating more seriously the idea of licensing their software to rival handset manufacturers, many of which currently use Google’s Android system.
RIM has already embarked on the arduous task of convincing developers to stick with the BlackBerry platform. Part of the problem has been that BlackBerry’s software was never designed with apps in mind, since it was invented well before Apple’s iOS software and Android. Many developers complain that it’s cumbersome to make apps for RIM, partly because the BlackBerry comes in so many different forms. They have different screen sizes; some are touch screen, while others are not; they vary in processing power. As the company launches BlackBerry 10, RIM must pull developers along with it by simplifying its tools for them, stressing that apps can work across RIM’s multitude of devices.
An equally complex challenge is lifting the company’s image in the eyes of both potential and current employees, some of whom say they hang their heads at dinner parties – a far cry from the proud days of RIM’s ascendance.
On Mr. Heins’s first day as CEO, RIM held its first-ever global town hall meeting to introduce him to the company’s work force. Employees submitted questions beforehand. One asked how Mr. Heins would respond to family members and friends who asked “how it was going” at RIM – a question posed in a sombre monotone that brought ripples of knowing laughter to the gathered crowd.
“Great,” Mr. Heins said, enthusiastically. “Things are great. Guys, don’t put your head down. Keep your head up – 54 per cent growth, year over year, never a quarter without profits, BlackBerry subscriber base grown by 35 per cent year over year ... Yes, there is a region [the United States] where we have to get into fighting mode, and we will, but this is a global play, guys. Be proud of where we are.”
But the harsh reality is that in a Waterloo tech scene where the battle for skilled engineers is already incredibly fierce, people no longer view RIM as a gleaming beacon for the next generation of top talent. RIM’s sprawling, managerial work environment simply doesn’t appeal to many of Waterloo’s best and brightest, who would rather fire Nerf guns at each other between energy-drink-fuelled programming sessions than be part of a large team reporting into a project manager, who then reports up the chain.
Although there are many employees who remain incredibly proud of RIM’s accomplishments, there are others who remain committed but find public perception of the company deflating.
“They’ve created this massive corporate culture that just doesn’t attract the top talent any more,” says Hongwei Liu, a second-year University of Waterloo engineering student who did two co-op placements at RIM but took a year off school to start a new company. “No one feels like they can make a difference there.”
RIM, of course, draws from multiple talent pools: It has a large block of employees in Ottawa at QNX Software Systems, the company whose acquisition provided the PlayBook tablet with its distinct operating system – and which will power the next generation of BlackBerrys.
RIM also hires globally, with its official Twitter accounts frequently sending out job openings in London, Mexico and elsewhere. It’s sometimes easy to forget that RIM, like other tech companies, is always hiring – in the Middle East, Asia and the Americas; in software, enterprise support, marketing, and public relations – despite its high-profile restructuring, which included 2,000 layoffs last year.
But one seasoned executive who works with new companies in the Waterloo area said a small technology startup recently had five current RIM employees come for job interviews. It’s a phenomenon he is seeing more of lately as RIM employees lose momentum and get frustrated, with some middle managers receiving fake promotions – added responsibilities, but no extra pay.
“Everyone who’s hiring is hiring RIM people. It’s nuts,” said the executive, speaking on condition of anonymity. The things that make RIM employees unhappy are “simple things. It’s things like they’re still in the same buildings they started in, they’re still in the same physical space – it’s awkward and empty, and not a very nice environment to work in.”
Mr. Mir, who has already worked his fair share of technology jobs, says there are key cultural differences between RIM and other large technology companies. “A lot of the Silicon Valley companies are really energetic, employees are really enthusiastic, they’re super excited about the products they’re working on,” he says. But at RIM, “it’s a different culture. It wasn’t as vibrant. It wasn’t as energetic. People just weren’t as crazy about what they were working on.”
There has already been numerous high- profile departures in recent months as RIM, having added thousands of employees in recent years, underwent the first major restructuring in its history. The marketing and sales groups, which were Mr. Balsillie’s domain, have lost the largest number employees after retired chief operating officer Larry Conlee – Mr. Heins’s former boss at RIM – was brought back as an adviser to help with layoffs, one source said..
There are some close to the company who also see the risk that as Mr. Heins takes over, executives closely linked to Mr. Lazaridis and Mr. Balsillie may see this transition period as an exit opportunity.
Jefferies analyst Peter Misek, a veteran technology watcher, says you can tell a lot about a high-tech company by how proudly its employees talk about the company when they go out for dinner. This year will be a make-or-break one for RIM, Mr. Misek said, and there is a real and serious risk that employees will begin to look elsewhere even as Mr. Heins tries to rally everyone behind his efforts to bring out the BlackBerry 10 platform.
“If they still need that talent, they have to pay up for it,” he says. “If they don’t pay up for it, they start atrophying from the bottom. And it’s very difficult to reverse, and it starts to spread throughout the company. That’s the death knell. That’s the same stuff that happened at Nortel.”