An Open Letter to Mark Zuckerberg: Is Facebook a Human Right? | Jen Schradie
".. the Internet in and of itself will not solve the structural problems in the developing world. Think about it this way – the economic advantages that the developed world has, often on the back of the developing world, could be fostering Internet growth, rather than the other way around.
Neoliberalism, the free market capitalist system that Facebook needs to expand globally without restrictions or taxes, is also, unfortunately, the same system that will never allow the egalitarian participatory system that you envision. These economic systems need inequality, unemployment and poverty to survive. Economics 101. For all of the 5 billion people that you describe as lacking connectivity to have equal levels of access and usage would require a more socialized economy. Market forces can not make that happen alone."
Saturday, August 24, 2013
How Microsoft Lost Its Mojo: Steve Ballmer and Corporate America’s Most Spectacular Decline | Vanity Fair
How Microsoft Lost Its Mojo: Steve Ballmer and Corporate America’s Most Spectacular Decline | Vanity Fair
"In December 2000, Microsoft had a market capitalization of $510 billion, making it the world’s most valuable company. As of June it is No. 3, with a market cap of $249 billion. In December 2000, Apple had a market cap of $4.8 billion and didn’t even make the list. As of this June it is No. 1 in the world, with a market cap of $541 billion."
“I see Microsoft as technology’s answer to Sears,” said Kurt Massey, a former senior marketing manager. “In the 40s, 50s, and 60s, Sears had it nailed. It was top-notch, but now it’s just a barren wasteland. And that’s Microsoft. The company just isn’t cool anymore.”
Cool is what tech consumers want. Exhibit A: today the iPhone brings in more revenue than the entirety of Microsoft.
No, really.
One Apple product, something that didn’t exist five years ago, has higher sales than everything Microsoft has to offer. More than Windows, Office, Xbox, Bing, Windows Phone, and every other product that Microsoft has created since 1975. In the quarter ended March 31, 2012, iPhone had sales of $22.7 billion; Microsoft Corporation, $17.4 billion."
..
"At the center of the cultural problems was a management system called “stack ranking.” Every current and former Microsoft employee I interviewed—every one—cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees. The system—also referred to as “the performance model,” “the bell curve,” or just “the employee review”—has, with certain variations over the years, worked like this: every unit was forced to declare a certain percentage of employees as top performers, then good performers, then average, then below average, then poor.
“If you were on a team of 10 people, you walked in the first day knowing that, no matter how good everyone was, two people were going to get a great review, seven were going to get mediocre reviews, and one was going to get a terrible review,” said a former software developer. “It leads to employees focusing on competing with each other rather than competing with other companies.”
Supposing Microsoft had managed to hire technology’s top players into a single unit before they made their names elsewhere—Steve Jobs of Apple, Mark Zuckerberg of Facebook, Larry Page of Google, Larry Ellison of Oracle, and Jeff Bezos of Amazon—regardless of performance, under one of the iterations of stack ranking, two of them would have to be rated as below average, with one deemed disastrous.
Outcomes from the process were never predictable. Employees in certain divisions were given what were known as M.B.O.’s—management business objectives—which were essentially the expectations for what they would accomplish in a particular year. But even achieving every M.B.O. was no guarantee of receiving a high ranking, since some other employee could exceed the assigned performance. As a result, Microsoft employees not only tried to do a good job but also worked hard to make sure their colleagues did not.
“The behavior this engenders, people do everything they can to stay out of the bottom bucket,” one Microsoft engineer said. “People responsible for features will openly sabotage other people’s efforts. One of the most valuable things I learned was to give the appearance of being courteous while withholding just enough information from colleagues to ensure they didn’t get ahead of me on the rankings.”
Worse, because the reviews came every six months, employees and their supervisors—who were also ranked—focused on their short-term performance, rather than on longer efforts to innovate.
“The six-month reviews forced a lot of bad decision-making,” one software designer said. “People planned their days and their years around the review, rather than around products. You really had to focus on the six-month performance, rather than on doing what was right for the company.”
There was some room for bending the numbers a bit. Each team would be within a larger Microsoft group. The supervisors of the teams could have slightly more of their employees in the higher ranks so long as the full group met the required percentages. So, every six months, all of the supervisors in a single group met for a few days of horse trading.
On the first day, the supervisors—as many as 30—gather in a single conference room. Blinds are drawn; doors are closed. A grid containing possible rankings is put up—sometimes on a whiteboard, sometimes on a poster board tacked to the wall—and everyone breaks out Post-it notes. Names of team members are scribbled on the notes, then each manager takes a turn placing the slips of paper into the grid boxes. Usually, though, the numbers don’t work on the first go-round. That’s when the haggling begins.
“There are some pretty impassioned debates and the Post-it notes end up being shuffled around for days so that we can meet the bell curve,” said one Microsoft manager who has participated in a number of the sessions. “It doesn’t always work out well. I myself have had to give rankings to people that they didn’t deserve because of this forced curve.”
The best way to guarantee a higher ranking, executives said, is to keep in mind the realities of those behind-the-scenes debates—every employee has to impress not only his or her boss but bosses from other teams as well. And that means schmoozing and brown-nosing as many supervisors as possible.
“I was told in almost every review that the political game was always important for my career development,” said Brian Cody, a former Microsoft engineer. “It was always much more on ‘Let’s work on the political game’ than on improving my actual performance.”
Like other employees I interviewed, Cody said that the reality of the corporate culture slowed everything down. “It got to the point where I was second-guessing everything I was doing,” he said. “Whenever I had a question for some other team, instead of going to the developer who had the answer, I would first touch base with that developer’s manager, so that he knew what I was working on. That was the only way to be visible to other managers, which you needed for the review.”
I asked Cody whether his review was ever based on the quality of his work. He paused for a very long time. “It was always much less about how I could become a better engineer and much more about my need to improve my visibility among other managers.”
In the end, the stack-ranking system crippled the ability to innovate at Microsoft, executives said. “I wanted to build a team of people who would work together and whose only focus would be on making great software,” said Bill Hill, the former manager. “But you can’t do that at Microsoft.”
..
"When Apple introduced the iPhone, Steve Ballmer laughed. “No chance that the iPhone is going to get any significant market share,” he said in 2007, adding that same year, “iPod is a hot brand—not Apple.”
He pooh-poohed the iPad when it came out, in 2010, and it has been busting down the barn doors ever since, selling more than 55 million units. As for Google, Ballmer’s predictions were equally off base—according to court records, in 2005 he proclaimed, “Google’s not a real company. It’s a house of cards.”
Plenty of people can make predictions that prove boneheaded. But Ballmer’s bad calls have been particularly damaging for him inside Microsoft. Until his dying days, Steve Jobs could not only predict the direction the marketplace would be heading, but help drive it there. Google continues to pop out feature after feature and is now shooting directly at Microsoft’s main business lines: Google Docs is a free Web program competing with Microsoft Office. Google Chrome OS is a free operating system targeted at Windows.
With the competitors showing that kind of success—and winning so many accolades—Ballmer’s confidently proclaimed errors have been hugely embarrassing for Microsoft’s technical specialists, fueling muttered complaints that their C.E.O., a man with little technological background, was undermining them within the techie community."
"In December 2000, Microsoft had a market capitalization of $510 billion, making it the world’s most valuable company. As of June it is No. 3, with a market cap of $249 billion. In December 2000, Apple had a market cap of $4.8 billion and didn’t even make the list. As of this June it is No. 1 in the world, with a market cap of $541 billion."
“I see Microsoft as technology’s answer to Sears,” said Kurt Massey, a former senior marketing manager. “In the 40s, 50s, and 60s, Sears had it nailed. It was top-notch, but now it’s just a barren wasteland. And that’s Microsoft. The company just isn’t cool anymore.”
Cool is what tech consumers want. Exhibit A: today the iPhone brings in more revenue than the entirety of Microsoft.
No, really.
One Apple product, something that didn’t exist five years ago, has higher sales than everything Microsoft has to offer. More than Windows, Office, Xbox, Bing, Windows Phone, and every other product that Microsoft has created since 1975. In the quarter ended March 31, 2012, iPhone had sales of $22.7 billion; Microsoft Corporation, $17.4 billion."
..
"At the center of the cultural problems was a management system called “stack ranking.” Every current and former Microsoft employee I interviewed—every one—cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees. The system—also referred to as “the performance model,” “the bell curve,” or just “the employee review”—has, with certain variations over the years, worked like this: every unit was forced to declare a certain percentage of employees as top performers, then good performers, then average, then below average, then poor.
“If you were on a team of 10 people, you walked in the first day knowing that, no matter how good everyone was, two people were going to get a great review, seven were going to get mediocre reviews, and one was going to get a terrible review,” said a former software developer. “It leads to employees focusing on competing with each other rather than competing with other companies.”
Supposing Microsoft had managed to hire technology’s top players into a single unit before they made their names elsewhere—Steve Jobs of Apple, Mark Zuckerberg of Facebook, Larry Page of Google, Larry Ellison of Oracle, and Jeff Bezos of Amazon—regardless of performance, under one of the iterations of stack ranking, two of them would have to be rated as below average, with one deemed disastrous.
Outcomes from the process were never predictable. Employees in certain divisions were given what were known as M.B.O.’s—management business objectives—which were essentially the expectations for what they would accomplish in a particular year. But even achieving every M.B.O. was no guarantee of receiving a high ranking, since some other employee could exceed the assigned performance. As a result, Microsoft employees not only tried to do a good job but also worked hard to make sure their colleagues did not.
“The behavior this engenders, people do everything they can to stay out of the bottom bucket,” one Microsoft engineer said. “People responsible for features will openly sabotage other people’s efforts. One of the most valuable things I learned was to give the appearance of being courteous while withholding just enough information from colleagues to ensure they didn’t get ahead of me on the rankings.”
Worse, because the reviews came every six months, employees and their supervisors—who were also ranked—focused on their short-term performance, rather than on longer efforts to innovate.
“The six-month reviews forced a lot of bad decision-making,” one software designer said. “People planned their days and their years around the review, rather than around products. You really had to focus on the six-month performance, rather than on doing what was right for the company.”
There was some room for bending the numbers a bit. Each team would be within a larger Microsoft group. The supervisors of the teams could have slightly more of their employees in the higher ranks so long as the full group met the required percentages. So, every six months, all of the supervisors in a single group met for a few days of horse trading.
On the first day, the supervisors—as many as 30—gather in a single conference room. Blinds are drawn; doors are closed. A grid containing possible rankings is put up—sometimes on a whiteboard, sometimes on a poster board tacked to the wall—and everyone breaks out Post-it notes. Names of team members are scribbled on the notes, then each manager takes a turn placing the slips of paper into the grid boxes. Usually, though, the numbers don’t work on the first go-round. That’s when the haggling begins.
“There are some pretty impassioned debates and the Post-it notes end up being shuffled around for days so that we can meet the bell curve,” said one Microsoft manager who has participated in a number of the sessions. “It doesn’t always work out well. I myself have had to give rankings to people that they didn’t deserve because of this forced curve.”
The best way to guarantee a higher ranking, executives said, is to keep in mind the realities of those behind-the-scenes debates—every employee has to impress not only his or her boss but bosses from other teams as well. And that means schmoozing and brown-nosing as many supervisors as possible.
“I was told in almost every review that the political game was always important for my career development,” said Brian Cody, a former Microsoft engineer. “It was always much more on ‘Let’s work on the political game’ than on improving my actual performance.”
Like other employees I interviewed, Cody said that the reality of the corporate culture slowed everything down. “It got to the point where I was second-guessing everything I was doing,” he said. “Whenever I had a question for some other team, instead of going to the developer who had the answer, I would first touch base with that developer’s manager, so that he knew what I was working on. That was the only way to be visible to other managers, which you needed for the review.”
I asked Cody whether his review was ever based on the quality of his work. He paused for a very long time. “It was always much less about how I could become a better engineer and much more about my need to improve my visibility among other managers.”
In the end, the stack-ranking system crippled the ability to innovate at Microsoft, executives said. “I wanted to build a team of people who would work together and whose only focus would be on making great software,” said Bill Hill, the former manager. “But you can’t do that at Microsoft.”
..
"When Apple introduced the iPhone, Steve Ballmer laughed. “No chance that the iPhone is going to get any significant market share,” he said in 2007, adding that same year, “iPod is a hot brand—not Apple.”
He pooh-poohed the iPad when it came out, in 2010, and it has been busting down the barn doors ever since, selling more than 55 million units. As for Google, Ballmer’s predictions were equally off base—according to court records, in 2005 he proclaimed, “Google’s not a real company. It’s a house of cards.”
Plenty of people can make predictions that prove boneheaded. But Ballmer’s bad calls have been particularly damaging for him inside Microsoft. Until his dying days, Steve Jobs could not only predict the direction the marketplace would be heading, but help drive it there. Google continues to pop out feature after feature and is now shooting directly at Microsoft’s main business lines: Google Docs is a free Web program competing with Microsoft Office. Google Chrome OS is a free operating system targeted at Windows.
With the competitors showing that kind of success—and winning so many accolades—Ballmer’s confidently proclaimed errors have been hugely embarrassing for Microsoft’s technical specialists, fueling muttered complaints that their C.E.O., a man with little technological background, was undermining them within the techie community."
Mark Zuckerberg: Internet missionary, Facebook colonizer | Internet & Media - CNET News
Mark Zuckerberg: Internet missionary, Facebook colonizer - CNET:
"Facebook's CEO wants to create a path to Internet access for the 5 billion people still unconnected. How nice. Of course, eventually those people will turn into a revenue stream for his company.
Mark Zuckerberg, not yet 30 but already the conquistador of 1.115 billion Facebook users, has a seemingly unquenchable imperial urge to engulf everyone on Earth via the Internet. "
"Facebook's CEO wants to create a path to Internet access for the 5 billion people still unconnected. How nice. Of course, eventually those people will turn into a revenue stream for his company.
Mark Zuckerberg, not yet 30 but already the conquistador of 1.115 billion Facebook users, has a seemingly unquenchable imperial urge to engulf everyone on Earth via the Internet. "
Steve Ballmer's Exit Sets Microsoft on New Path - WSJ.com
Steve Ballmer's Exit Sets Microsoft on New Path - WSJ.com:
"Mr. Ballmer, 57 years old, along with his college buddy and Microsoft founder Bill Gates, built the company into a profit machine whose Windows operating system will still power nearly all the 305 million personal computers expected to be sold globally this year, according to research firm Gartner Inc. But it will run just 15% of all computing devices, if PCs, smartphones, tablet computers and other gadgets connected to the Internet are lumped together, given the rise of rivals such as Apple Inc and Google Inc.
Investors cheered the news of Mr. Ballmer's departure, sending Microsoft shares up 7% to $34.75 on the Nasdaq Stock Market."
"Mr. Ballmer, 57 years old, along with his college buddy and Microsoft founder Bill Gates, built the company into a profit machine whose Windows operating system will still power nearly all the 305 million personal computers expected to be sold globally this year, according to research firm Gartner Inc. But it will run just 15% of all computing devices, if PCs, smartphones, tablet computers and other gadgets connected to the Internet are lumped together, given the rise of rivals such as Apple Inc and Google Inc.
Investors cheered the news of Mr. Ballmer's departure, sending Microsoft shares up 7% to $34.75 on the Nasdaq Stock Market."
Friday, August 23, 2013
Sales of New U.S. Homes Fell More Than Forecast in July - Bloomberg
Sales of New U.S. Homes Fell More Than Forecast in July - Bloomberg:
"Purchases of new U.S. homes plunged 13.4 percent in July, the most in more than three years, raising concern higher mortgage rates will slow the real-estate rebound.
Sales fell to a 394,000 annualized pace, Commerce Department figures showed today in Washington. The reading was the weakest since October and was lower than any of the forecasts by 74 economists Bloomberg surveyed."
"Purchases of new U.S. homes plunged 13.4 percent in July, the most in more than three years, raising concern higher mortgage rates will slow the real-estate rebound.
Sales fell to a 394,000 annualized pace, Commerce Department figures showed today in Washington. The reading was the weakest since October and was lower than any of the forecasts by 74 economists Bloomberg surveyed."
King’s Dream Remains an Elusive Goal; Many Americans See Racial Disparities | Pew Social & Demographic Trends
King’s Dream Remains an Elusive Goal; Many Americans See Racial Disparities | Pew Social & Demographic Trends: "
Five decades after Martin Luther King’s historic “I Have a Dream” speech in Washington, D.C., a new survey by the Pew Research Center finds that fewer than half (45%) of all Americans say the country has made substantial progress toward racial equality and about the same share (49%) say that “a lot more” remains to be done.
Blacks are much more downbeat than whites about the pace of progress toward a color-blind society. They are also more likely to say that blacks are treated less fairly than whites by police, the courts, public schools and other key community institutions."
Five decades after Martin Luther King’s historic “I Have a Dream” speech in Washington, D.C., a new survey by the Pew Research Center finds that fewer than half (45%) of all Americans say the country has made substantial progress toward racial equality and about the same share (49%) say that “a lot more” remains to be done.
Blacks are much more downbeat than whites about the pace of progress toward a color-blind society. They are also more likely to say that blacks are treated less fairly than whites by police, the courts, public schools and other key community institutions."
Wednesday, August 21, 2013
Recession’s pain reaching deep into the economic recovery - The Washington Post
Recession’s pain reaching deep into the economic recovery - The Washington Post:
“Median income is affected by trends in inequality, and you are seeing that to the extent there has been income growth in the past decade, it has disproportionately gone to those at the top and very top,” said Gregory Acs, director of the Income and Benefits Policy Center at the Urban Institute, a research organization.
“Median income is affected by trends in inequality, and you are seeing that to the extent there has been income growth in the past decade, it has disproportionately gone to those at the top and very top,” said Gregory Acs, director of the Income and Benefits Policy Center at the Urban Institute, a research organization.
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