has sony’s makeover failed? - 23 touch screen overlay

TOKYO/NEW YORK—
If Sony insists on using the Airboard portable computer launched in 2000, Satoru Maeda may be seen as the creator of the tablet, not Apple's Steve Jobs.
"I am the inventor of the plane," said Maeda, with fried shrimp and dumplings in his mouth at a Chinese restaurant in central Tokyo.
He refers to a tablet device that is 10 years earlier than the iPad, but claims to be video, touch screen typing and Internet access.
The reasons why the product didn't take off at first included high price tags and uneven picture quality, which, in hindsight, seemed to be ahead of its time.
The internal politics and a series of disruptive sectoral restructuring ensure the management focus that is needed for the product to never be successful, Mr. Maeda said.
Turn it into a free TV.
A device that can watch local TV channels anywhere --
This is not enough to convince Sony or the market that it will succeed.
The project was touted as a revolutionary Walkman, but was completely abandoned in 2008.
Mr. Noda said he knew a year ago that Sony, under Howard Stringer, who became CEO in 2005, would kill his invention.
His boss sent him an email.
The email says he's taking over.
Soon after, he left the company Sony joined when it launched the Walkman in 1979 and became one of the coolest companies in the world.
Mr. Stringer, who was in its heyday, promised to recover, but now in the former field of audio-visual equipment manufacturer JVC Kenwood, there is no sign of a return.
"Sony old boys love Airboard and free TV because it's doing something new and that's what they're doing at Sony," said Maeda . ".
"The current Sony people have no experience with such products because they have not launched any new products for about 10 years.
Still plagued by land wars, secrecy, complacency and bloated innovation --
The killing of the company's bureaucracy, Maeda and other Sony refugees insisted that their former employer was in trouble and that the 69-year-old Stringer had no time to deliver on his promise to reinvent the company.
Of course, Stringer can boast about his role in 3D film Development --
Sony's production and victory-backed Blu-
Ray technology in the next generation format war.
But while Sony is its iconic brand, it is still inconsistent with the rest of the world's tech world and its talent in the crowd --
The pleasing innovation has basically disappeared.
A hacking scandal in April exposed the possibility of data theft in more than 100 million accounts on its online gaming network, which not only damaged its image, it also threatens an online strategy aimed at uniting a different company, a well-crafted succession plan when Stringer steps down.
This is not so much a security breach itself as a delay in notifying customers of problems, and Sony's subsequent inability to quickly close other vulnerable weaknesses that leave a stain.
"I thought it was too big to succeed," a former senior manager who had not been involved in the Sony PlayStation game console until recently told Reuters he declined to be named due to the sensitivity of the comments.
"I'm at the PlayStation and was considered the most flexible device for Sony, but ironically it was overweakened
Hidden IT security, lack of consistent management structure, there are many cold doors at the top.
Working in various Sony departments is more difficult than working with external partners, "he said.
The decline in Sony's status is a warning of what happens to tech companies as innovators move forward.
Back to Sony, by co-
The founder of the startup Walkman, Akio Morita, proved this to the founder of Apple, a little-known startup at the time.
"Sony has the most incredible product in the world.
From day one, we wanted to be like this, "Steve Wozniak of Apple Inc.
The founder recently told Reuters.
At that time, "No other company in the world was a model of consumer electronics.
"With Japan's seemingly unstoppable economy expanding in the 1980 s, Sony is still the benchmark for consumer electronics, because Sentian handed the coat of creativity to a maverick Norio Ohga, a well-trained opera singer, he wrote to complain about the quality of Sony's tapes, drawing the attention of the founders.
Ohga, who died in April at the age of 81, is best remembered for convincing the world to give up vinyl records in favor of CDs and green Records
A young executive beat Nintendo in his game with PlayStation.
A series of successes, however, gave birth to complacency.
"If you have Sony's name on the back of your shirt, you're fine, so they don't think about it anymore," said Maeda . ".
Japan's economic giant stalled in 1989, with the benchmark Nikkei index just slightly above 39,000, marking the start of a slump in asset value that continues to weaken Japan 22 years later
In the same year, Sony made its first major mistake as Japan frantically pursued landmark overseas assets.
The company bought the Hollywood Columbia film studio for $3. 9 billion (U. S. )
From Coca-Cola.
This is a business and culture that Sony does not fully understand and has become a major distraction for management.
Five years later, when Ohga handed over Sony to Nobuyuki Idei, Sony was forced to cancel $2.
After a bunch of expensive boxes, buy 7 billion awayoffice flops.
Seven years later, inspired by the Sony Walkman, Apple's Steve Jobs launched the iPod digital player.
This is a groundbreaking event for Apple and a huge warning for Sony.
Apple's move ended Sony's dominance in the music player market, and there is no doubt that Sony is heading for a full-blown crisis.
When Mr. Skinger was appointed chairman and CEO of Sony in 2005, he was eager to show that he was able to revive Sony's creative reputation.
As a Welsh man who runs a Japanese company, he is more likely than most to shake up Japanese corporate culture.
The problem with Sony is that it has become common and he says the situation is getting worse. Yokobu Yokota, a purchasing manager, left Sony in 1995 because of "all maladjustment"
"I have consulted Sony several times since I left.
"From the outside, it's basically getting worse and worse," Yokota explained . ".
Even Sony's engineers who eventually chose to fight Apple became one of Sony's refugees and one of Sony's most fierce critics.
Koichiro Tsujino, who pioneered the development of Sony's Vaio laptop, left the company in 2006, and then led Google's cloud computing company before it recently established its own
His last project at Sony was a competitor to develop the iPod.
Tsujino blamed many of his former employer's problems on the failure and paltry envy of corporate governance, which he said shattered the creative atmosphere that Google now has.
He insists Sony needs people like Ohga.
Not afraid of "absurd, irrational and outrageous ".
"Stringer tries to unleash creativity by building partnerships between disconnected business units, and he can claim that this strategy has at least begun to lead to mixed products such as Xperia Play-
Everyone outside Sony calls it a PlayStation phone.
Mobile phone business from Sony Ericsson.
The massive Internet security breach that the company suffered in April was even more difficult for the company to accept as it had the potential to compromise the strategy by disrupting the online services that connect these points. In the biggest-
Since the record, hackers have stolen details of more than 100 million accounts of Sony's PlayStation Network and PC.
Based on online gaming services and Qriocity music services.
This caused outrage among users, who came from the US and Europe, not only because the company shut down the network, but also because it waited a week to announce the violation.
Critics, including the hacking community and Wall Street analysts, directly accused Sony of fighting hackers and programmers who dared to crack its system code.
Compared with Apple and other competitors, all this increases the loss of attraction.
Apple product suite-
IMac PC, iPod digital music player and content
ITunes Store is available, along with its very successful iPhone and iPad tablet
Their fusion and stylish design have won a large number of fans.
Sony's Vaio computers, PlayStation games, Sony Ericsson phones, MP3 players, Bravia TV, and the treasure house of music and movies are much less.
Sony's crash happened in a world where companies such as Apple and Google are moving at an alarming rate.
"Sony has to change if it is to compete in this game," said British analyst Jeff blabber --
Technology research company based in CCS Insight.
"Sony is looking to deliver content and services across multiple devices and platforms, but the product group and company structure are very, very fragmented compared to Apple.
Sony declined to give Stringer or another executive an interview.
Shiro Kambe, its corporate communications director, said in a statement that the company "will continue to work to take advantage of the unique advantages that our competitors do not have --
For example, our products are widely deployed around the world, as well as our diversified business lines.
"No matter who follows Stringer to the top of Sony, the new boss will be under pressure to withdraw quickly from the thin company. margin or loss-
Analysts predict the operation of mobile phones, televisions and peripheral businesses, including financial services.
Enrique Salem, CEO of Web security company Symantec, also said at the Reuters summit: "I will be very concerned about a narrow set of products . ".
"If you look at what happened to Sony in the last 15 years and their portfolio is diversified, I will pick one or two things that I want to spend all my time doing, to make sure they are the best in the market.
For Stringer, the legacy he left could be the cost.
Cutter was not the man he promised during the Renaissance when he became the first foreigner to lead a Japanese company.
In the absence of any necessary
With Sony Labs's gadgets, Stringer is not stingy with cutting fat to boost the company's profits, a strategy that has brought him results throughout his career at CBS.
Yasuo Nakane, an analyst at Deutsche Securities in Tokyo, said: "Stringer has cut fixed costs, especially the fixed costs of production sites, making Sony pair
This allows him to keep pace with the productivity gains of competitors such as LG and Samsung.
For Sony's dumplings in Tokyo, once again thinking about his future, the aircraft maker Maeda is also unhappy.
"I don't think Sony can change," he said . "
Unless "Sony has a leader like Steve Jobs," he added.