How to determine when a technology company is thriving and when it is floundering

Some of the general public is under the belief that the best indicators of the performance of a technology company is how it does on a given day on the NYSE or the NASDAQ.

While these are, indeed, good indicators of a given company’s performance, it is but one facet of the total picture. To illustrate, let’s suppose that company JFK has had a record of success in the stock market, generating, as an example, 30% profit each quarter.

Not bad in and of itself, but now let’s also account for the fact that, from a standpoint of end – users / clients, the company isn’t doing very well, either because the company didn’t honor a number of its issued warranties, or because it didn’t do this, that or the other.

Ask any industry insider and they will tell you that some of the fastest ways for a technology company to fold, are because of an acquisition or because it may have violated Anti – Trust laws or because it thought certain technological advances, such as ‘Cloud Computing’ were too expensive for it to invest in and implement or for any of a multitude of other reasons, like not honoring its warranties and having subsequent complaints filed with a particular state’s Attorney General, and so on.

Unfortunately, more and more technology companies are falling prey to this, as well as companies like Microsoft, who have not only had to contend with multiple anti – trust suits, but also, more recently, have made a determination that stepping into the world of what is called ‘Cloud Computing’ (which refers to certain computing services being performed over the internet, such as Software as a Service (SaaS) or Platform as a Service (PaaS), as well as some remote Administration services) would be too expensive at this time.

Yet in order to succeed in business, especially in the Technology, Media and Telecommunications Sector, it is more and more vital to ‘keep up with the Joneses’, even if, at first, the technology is expensive to implement.

The above practices, or, where applicable the abstinence from the above practices are more likely to allow a company to succeed.


ENTERPRISE TECHNOLOGY SOLUTIONS ARCHITECT, PRINCIPAL CONSULTANT and TECHNOLOGY, MEDIA & TELECOMMUNICATIONS CONSULTING MANAGER - Highly disruptive, non – standard approach in the Information Systems & Technology Industry of initiating game – changing strategies to overturn the status quo and make the biggest, longest – lasting impact possible Demonstrable abilities in fostering personal and business - professional processes that allow people to overcome adversity and a firm belief in protecting developments in evolving technologies further allowing me to: A) Provide professional real – time technology advice and consultation to: Ø C - level Ø B2B / B2E Ø Individual Clients thereby being regarded as a valued advisor to all, including formerly by senior management B) Bridge communication gap between: ØØ Technical projects and organizational management / client objectives ØØ Projects with differing objectives ØØ Technicians and non-technical management and users ØØ Diverse specialists integrating diverse and often conflicting viewpoints; thereby facilitating communication between each VAR / CHANNEL PARTNER RELATIONSHIPS: Current: Intel, Seagate, AMD Fusion Partner, Kaspersky Labs, Crucial, Microsoft, NVidia, Oracle Networks, Novell Networks, Sun Microsystems (Current VAR / CP Applications Pending: Cavium Networks, NetLogic Microsystems, ASUSTek, Tyan, Targus) Past: Intel, Adobe Systems, AMD, Belkin, Creative Labs, Logitech, Microsoft, Oracle Networks, Novell Networks, Panasonic, Philips Electronics Research, Seagate, Sharp Electronics Corp., Sun Microsystems, Toshiba, Trend Micro CORE DISRUPTIVE MANAGEMENT COMPETENCIES / DISRUPTIVE MANAGEMENT VALUE OFFERINGS: Revenue Growth Initiatives, Technology Collaboration, Sarbanes Oxley Compliance, Cost Optimization, SLA Targets, Infrastructure Technologies, Due Diligence Reviews, Change Management, E – Business, Web 2.0, New Business Development, Process Re – engineering ASSET MANAGEMENT COMPETENCY / OFFERING: Cumulatively managed over $1.2 billion in military POL and civilian technological and computing solutions assets. CORE TECHNOLOGY COMPETENCIES / TECHNOLOGY VALUE OFFERINGS: Industry Standard Architecture, System Design, Network Planning / Design, Network Integration, Tier I / Tier II Software / Hardware Support, Technology Deployment, Software Lifecycle, IT Service Management, Enterprise Consulting, Technology QA / QC

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Posted in Companies thriving or floundering

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