Microsoft next best thing or another flop?
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Tapos medyo mahilig ako sa liempo kaya ayan, naging liempoboi. Hindi din daw kasi pwede yung liempoboy.
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Top 4 Rumors About the Galaxy S4 - AndroidPIT
Top 4 Rumors About the Galaxy S4
by Steven Blum
on 10/9/12 12:15 PM
If you're anything like me, you're already thinking about what the Galaxy S4 is going to be like. Will it really come with a flexible display? How will it destroy the iPhone 5? I know it's quite early to be speculating about the device, but I can't help digging around the internetz looking for clues about Samsung's next flagship. Here are the most widely-cited rumors I found:
It'll Have a Flexible, 5" Display
If rumors are to be believed, the Galaxy S4 will be the first Samsung device to utilize a flexible OLED display. That doesn't mean the phone itself will be flexible, but it could be that the display slightly curves. OLED displays are also supposed to be thinner, which could mean the next Galaxy flagship will be ultra slim in the hand.
The Processor Will be Really, Really Fast
On September 19th, Android Authority spotted a mysterious device in a test posted to "Power Board." The device – called the TE4 – featured a Cortex A15 processor, clocking in at 1.7 GHz, along with a Mali-T604 GPU. Sure this might not be the Galaxy S4, but what other phone would Samsung pack with such advanced technology? If it is so, it'll be signficantly faster than the current model.
It'll Have a 13MP Camera
Another mysterious Samsung device showed up online that appears to have a 13MP camera, capable of taking images with 4208 x 3120 pixel resolution. We don't know for sure if this is the Galaxy S4, but it seems likely.
It'll be Coming in March
Of this we can be almost certain, as Samsung tends to release their Galaxy flagship devices after Mobile World Congress. The date has been backed up by a report by Korea Times.
How Microsoft Lost Its Mojo: Steve Ballmer and Corporate America’s Most Spectacular Decline | Vanity Fair
August 2012
By Kurt Eichenwald
At the center of the cultural problems was a management system called “stack ranking.” Every current and former Microsoft employee I interviewed—every one—cited stack ranking as the most destructive process inside of Microsoft, something that drove out untold numbers of employees. The system—also referred to as “the performance model,” “the bell curve,” or just “the employee review”—has, with certain variations over the years, worked like this: every unit was forced to declare a certain percentage of employees as top performers, then good performers, then average, then below average, then poor.“The behavior this engenders, people do everything they can to stay out of the bottom bucket,” one Microsoft engineer said. “People responsible for features will openly sabotage other people’s efforts. One of the most valuable things I learned was to give the appearance of being courteous while withholding just enough information from colleagues to ensure they didn’t get ahead of me on the rankings.”
Worse, because the reviews came every six months, employees and their supervisors—who were also ranked—focused on their short-term performance, rather than on longer efforts to innovate.When Apple introduced the iPhone, Steve Ballmer laughed. “No chance that the iPhone is going to get any significant market share,” he said in 2007, adding that same year, “iPod is a hot brand—not Apple.”
He pooh-poohed the iPad when it came out, in 2010, and it has been busting down the barn doors ever since, selling more than 55 million units. As for Google, Ballmer’s predictions were equally off base—according to court records, in 2005 he proclaimed, “Google’s not a real company. It’s a house of cards.”
Plenty of people can make predictions that prove boneheaded. But Ballmer’s bad calls have been particularly damaging for him inside Microsoft.Ballmer’s key business philosophy for Microsoft was so antiquated as to be irrelevant. The Microsoft C.E.O. used to proclaim that it would not be first to be cool, but would be first to profit—in other words, it would be the first to make money by selling its own version of new technologies. But that depended on one fact: Microsoft could buy its way into the lead, because it always had so much more cash on hand than any of its competitors.
No more. The advantage that Ballmer relied on for so long is now nonexistent. Google has almost the same amount of cash on its books as Microsoft—$50 billion to Microsoft’s $58 billion. Apple, on the other hand, started the year with about $100 billion. Using superior financial muscle to take over a market won’t work for Microsoft or Ballmer anymore.In Walter Isaacson’s authorized biography Steve Jobs, Jobs acknowledged Ballmer’s role in Microsoft’s problems: “The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.…Most interesting, however, is that Jobs put the ultimate blame on Bill Gates: “They were never as ambitious product-wise as they should have been. Bill likes to portray himself as a man of the product, but he’s really not. He’s a businessperson. Winning business was more important than making great products. Microsoft never had the humanities and liberal arts in its DNA.”