InformationWeek: The Business Value of Technology

InformationWeek: The Business Value of Technology
e2 Conference & Expo - Boston 2013

Informationweek Influencer

Charlie Kindel

Charlie Kindel (@ckindel)

Twitter Bio:
Created some cool stuff. Now creating more. Addicted to cars, soccer & skiing. Startup Founder, Angel, and Mentor. Check out MileLogr: http://milelogr.com
Location:
Bellevue, WA
Website:
http://ceklog.kindel.com

Charlie Kindel's
Network
Marques Lyons mspartnersuk Hellshock John Obeto II Everything Microsoft Charlie Kindel Enda Flynn Manan Kakkar MicrosoftDynamicsCRM Michael Gillett Frank X. Shaw Internet Explorer Luy [loo-ee] Windows Phone Microsoft News Lili Cheng Microsoft Österreich Lewis Shepherd daveaitel IWKeditors The Register CK/Sunshine Nirmal MVPAwardProgram Mark Murray jaimerodriguez Scott Guthrie Microsoft EMEA Scott Hanselman Windows Enterprise Next at Microsoft John O'Donnell Adam Hall Paul Thurrott The Windows Blog Jason Cartwright Ben Rudolph Michael Pietroforte Brian Gracely Microsoft Africa Microsoft Partner Eric Ligman Dare Obasanjo Ryan RC Rea Wade Wegner Ramakrishnan G Mary Jo Foley Microsoft Issues Jamie Thomson UBM Tech Electronics John Papa deeper2k Cameron Evans, USCTO Jeffrey Flynt M3 Sweatt jkavanagh58 Tom Warren Windows Phone Dev Josh Phillips Arcadiy Kantor Tim Heuer Microsoft Research Nathan Mercer Exchange Server Pro Brian Carlson

Charlie Kindel's Selections From the Web

SEATTLE (Reuters) - The young interns, some of the nation's best and brightest in technology, business and design, had plenty of enthusiastic words to describe their summer employer.

Fun. Cool. Special. A giant start-up. Revolutionizing the world. Facebook, perhaps? Or Twitter? Or Google?

Try Microsoft Corp: the company once derided as the "death star" of the technology business and lately thought of not so much as dangerous, but merely irrelevant, bureaucratic and dull.

"Microsoft feels cool again," said 22-year-old Gbenga Badipe, an electrical engineering student at Rice University,

Bill Gates would be the first to point out all the cases where Microsoft’s competitors made a key mistake that let Microsoft succeed.  Office is perhaps the most notable example, where competitors’ reluctance to support Microsoft Windows took Word and Excel from second-tier status to leadership as customers shifted from DOS to Windows.  Xbox 360 triumphed over the PS/3 because Sony created a platform that was both late to the market and too hard to develop for.  Borland started a price war that Microsoft was better positioned to endure.  Etc.  That is why Microsoft historically keeps the pressure up even when its cause looks hopeless.

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