It is months now since Boeing’s 737MAX has been grounded worldwide, following 2 fatal crashes. Now I am reading that it is suggested to change the type’s name, after fixing the problems, of course. Bad idea.
There is one recommendation for Boeing only: learn from Mercedes’ elk test experience.
In 1997, the brandnew Mercedes A class model had been flipped by test-driving newspaper journalists in the so-called elk test procedure – a desaster.
Mercedes did postpone market launch for 6 months and equipped all A-class vehicles with ESP (Electronic Stability Program), unheard of in this category before.
So the problem was not only solved but converted into an advantage and marketed accordingly. Buyers were not suspicious after the event but proud to own such a safe car.
So here is what Boeing has to do:
Solve the initial problem
Add an extra safety feature, only planned for a future flagship product
Thus make the 737MAX brand a synonym for a super-safe aircraft, people longing to fly with.
Despite mainly supported by the public, remarkably even under black and hispanic population, NYC socialists have succeeded in killing the Amazon HQ2 project. Great.
Have written few years ago that it’s time for tech companies to move out of Silicon Valley, as there is no need for such silos anymore, not to speak about the ever-increasing costs of doing business there. However, setting up shop in NYC instead is not a real change nor improvement. Gotta get out of the comfort zone completely.
Today, looking at this HQ2 debacle, my advise is to radically diversify geographically, whereby such advise is not addressing the big ones anymore – Apple, Alphabet, Microsoft, Facebook, Amazon and alikes – but their upcoming challengers.
As the end of Airbus 380 has shown that it does not make sense to copy a market leader strategy, if you want to win. Have a distinct different strategy and start with HQ location:
Doing business in SF, NYC or other US metroplexes has become a struggle on many frontlines.
In tropical Panama nobody would complain about becoming home of a corporate headquarter. Instead, Panama has made special bienvenido rules for them and some have been following already. Getting much more for less is easy to understand, isn’t it?
Latin America, located in the same hemisphere, sharing culture and values, is about to learn a lesson after Chavez’ socialism of the 21st century has ruined former rich and beautiful Venezuela. Won’t happen again anytime soon.
Here’s a ranking based on 2018 results, showing how Panama has succeeded in a decade-long race to catch up and positioned to become #1 in 5 to 8 years.
There are many advantages speaking for a corporate HQ507:
The Panama Canal is the backbone of the economy, as well as financial and business services, like ship registry. Tourism is another income source as agriculture is.
If human capital is priority #1 for any hi-tec company to thrive, then Panama is in a perfect position, by itself and being located in the middle of the Americas, with direct flights from/to 80+ cities between San Francisco and Buenos Aires, Santiago de Chile and Toronto.
Young professionals will easily get permanent residency. They’ll enjoy preferrable tax rules and have endless attractive investment opportunities. Imagine to purchase a contemporary 130 m² 2bed/2bath oceanview condo for $200,000.
Having done business in Europe, South East Asia and the Americas, Panama is a perfect choice, all things considered.
To choose a platform for upcoming digitalization projects is a strategic decision. Large enterprises have basically 3 options:
established market leader – as used by their competitors
open source product – without influence on further development
owning a proprietary platform themselves
Obviously, the proprietary option makes a perfect solution:
differentiation from competitors – one does not become a market leader by doing what others do
control of ongoing development
IP creation and future paybacks
However, developing such a complex platform has two challenges: costs and time-to-market as the most important factor.
How to overcome both issues?
There are companies out there, focused on technology, having built a product over years, permanently further developed, based on real customer requirements. Many of these companies have never had sales departments, hired more programmers instead.
They have always quickly identified, built-in and applied new developments in real-life projects. This way they have grown their customers successes significantly and made themselves enough money to independently decide what they want to develop next.
The Computer History Museum in Mountain View, CA was the place for a 500startups DemoDay this week. As advisor to Myfavorito Inc., one of the batch 19 companies, I have thankfully been invited to join.
What a place: Here are the Fairchild Semiconductor patent and laboratory notebooks preserved and exhibited, dating back to the late 1950s, and being the fundament for the tremendous technological progress we experience and enjoy nowadays. Rightfully, Fairchild is described there as the “Trillion Dollar Startup”.
One of the founders was Gordon Moore, who defined Moore’s law. Based on their work and progress in early integrated circuits it projected exponential growth in number of active elements per chip and thus performance, decrease in costs. Still valid today and we are already experiencing the steeper slope of this exponential curve.
The 500DemoDay was an all-day event where 40 companies presented to potential investors , in a 2-minutes pitch on-stage and later in a more casual one-to-one environment. The event has been extremely well prepared and professionally run, fully booked by interested parties.
Our company had more than 25 serious conversations to be followed up in the next weeks.
DISRUPTEC team members have been in the business of digitalization since the dotcom era began, and before the term was even coined.
Our longterm technology partner has developed their own digital business platform and built hundreds successful projects, with millions of users, in different industries, all sizes of companies, on different continents.
Our core team has been part of that exceptional journey, positioning DISRUPTEC as your initial and lead contact for all digitalization.