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george.leopold
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re: Massacre at IBM, a case study
george.leopold   8/9/2012 4:53:37 PM
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A critical part of boosting U.S. innovation is finding ways, as lean startup Steve Blank says, to help startups NOT fail. Blank and Frank Robinson have figured out that startups need to get out of the office and meet with as many potential customers as they can find. In a startup course at Stanford, Blank makes student entrepreneurs meet with at least 100 customers. This is one way we can get our edge back in the global tech competition.

junko.yoshida
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re: Massacre at IBM, a case study
junko.yoshida   8/9/2012 5:16:12 PM
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I love the recommended practices listed at the end of the story. Especially the part that says: •Ask questions. Take notes. Ask question of fact, not opinion, then shut up. Take notes. Tag data and quotes." So true.

ChrisGammell
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re: Massacre at IBM, a case study
ChrisGammell   8/9/2012 5:48:54 PM
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Agile is nothing new for anyone who does software. I see it moving into the hardware world more and more as well. It's a great idea, but takes a lot of leaps of faith on the part of the team involved (and an even bigger leap from the upper management). With the story above, the amazing part isn't necessarily that this new methodology worked...it's that it was accepted immediately once the team decided upon it. That kind of sea change can cause a lot of turmoil in a company.

FrankRobinson
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re: Massacre at IBM, a case study
FrankRobinson   8/10/2012 12:48:38 AM
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Hi Chris, You're very right. Synchronous customer and product development (SyncDev)in large companies requires a lot of choreography, especially with Sales. But, large company or small, a GM or CEO is the must-have sponsor. She's the only one who can put engineering, marketing, design, product management, and sales into one van.

FrankRobinson
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re: Massacre at IBM, a case study
FrankRobinson   8/9/2012 6:27:45 PM
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Thanks for your comments. To learn how to do synchronous customer and product development go to: http://www.productdevelopment.com/training/index.asp

Daniel Payne
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re: Massacre at IBM, a case study
Daniel Payne   8/10/2012 1:35:16 AM
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As a product marketing manager I often met with clients and prospects who wanted new features, then I would ask, "If I deliver you that new feature tomorrow, tell me how much time or money you will save. Will it be a time savings of 1 hour, 1 day, 1 week, or 1 year?" The answers were always very revealing about what mattered in their business.

elPresidente
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re: Massacre at IBM, a case study
elPresidente   8/10/2012 10:13:10 PM
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Distasteful article titling

The MicroMan
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re: Massacre at IBM, a case study
The MicroMan   8/11/2012 12:21:07 AM
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Agree. Sensationalism. And the whole "article" feels like a shameless commercial. Yes, listening to customers needs and addressing them is the only successful route.

Turkman
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re: Massacre at IBM, a case study
Turkman   8/12/2012 1:41:21 AM
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Agreed. Tasteless title and shameless commercial. The case study is somewhat interesting but the only thing new in the approach seems to be the name (TM!).

double you cubed
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re: Massacre at IBM, a case study
double you cubed   8/11/2012 6:20:08 PM
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totally agree w/ microman... #shamelessselfpromotion

krh
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re: Massacre at IBM, a case study
krh   8/11/2012 10:14:18 PM
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This is an EETimes "Top Story"...must be slow August for real news.

I_B_GREEN
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re: Massacre at IBM, a case study
I_B_GREEN   8/12/2012 9:04:04 PM
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These two managers should be offlined. Two years in the goulog and still not listening 18 month fix program ignored the real problem or out it off th "phase2" If it aint cooked into phase 1 then the whole code gets jacked to add it. Fear of bad vibes wit ones bosses, passing on tough messages fources one to ignore the customer imperiling the companies future, with the upside of a few more years of employment for the managers.

elPresidente
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re: Massacre at IBM, a case study
elPresidente   8/13/2012 2:24:58 AM
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"offlined"? WTF? Does that mean they can come online when someone pushes the right buttons? FIRED. Not "offlined". But they never do get fired or laid off, since they are the ones who pick the winners in a layoff (winners because they no longer will be working for idiots)...they do get offlined, don't they, then go online to screw up a completely unrelated position they get onlined into?



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As data rates begin to move beyond 25 Gbps channels, new problems arise. Getting to 50 Gbps channels might not be possible with the traditional NRZ (2-level) signaling. PAM4 lets data rates double with only a small increase in channel bandwidth by sending two bits per symbol. But, it brings new measurement and analysis problems. Signal integrity sage Ransom Stephens will explain how PAM4 differs from NRZ and what to expect in design, measurement, and signal analysis.

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