Said acquisition has raised concerns among Sun’s original software communities for fear of being dropped from Oracle’s portfolio. All associated with Sun’s Project Kenai, OpenSolaris, open-source projects in application servers and portals, and NetBeans IDE have a reason for worry simply because their ever-growing future and advancement depends on Oracle’s decisions to progress. Certainly, workforce reduction is implied if any of those technologies and programs are discarded. However, some positives of the overall acquisition include increasing a potential competitive advantage for Oracle in terms of being able to make vertical applications, which IBM and Hewlett-Packard currently are unable to do. Also, as Ramchandra Naik, Company and Market Intelligent Research Practice – Datamonitor India analyst indicates, Sun and Oracle have had a working relationship for over 20 years. Solaris operating system, for example, happens to be the leading platform for hosting the Oracle database while Capgemini & Oracle-developed Fusion middleware uses Java. Based on the two companies’ earlier relationship, he says, “There may not be any major overlap issues.” Larry Ellison is betting this deal will give his company an edge over IBM, Hewlett-Packard, Microsoft, and EMC.19 As of the end of 2009 Larry Ellison received and agreed to a reduction in executive compensation amidst the recession. Strangely, the Chief Financial Officer, Jeff Epstein, was the only one who received a fiscal year salary “in the money,” meaning his value was larger than the period’s issue price.20 This company-wide hit was a product of Oracle’s corporate governance exercising its internal mechanism as an expression of concern among stakeholders, yet it was more so to... ... middle of paper ... ...hillips, explained the problems that current CIOs are facing: they’re trying to find a single way or tool to manage the stack of applications, but all of them are completely unpredictable. All involved applications from middleware to storage require constant patching, fine-tuning, and high costs. He eventually summed it best saying, "You don't need 18 different vendors and 2,000 configurations to have competition. You've got to limit it some. And I think we've convinced people that makes sense, and beyond that, we think the whole industry's just moving in that direction. And we can accelerate that by standardizing that entire stack and showing people how it's done - people like that 'iPod for the enterprise' analogy." So in addition to the need to address mobile technology Oracle’s and other CIOs face a problem of traditional application management methods.27
To empower applications and the OS to scale, fos consolidates a few methodologies. To begin with, the OS is calculated by administration being given. By calculating by framework administration, scalability is expanded in light of the fact that each one administration can run freely. In the wake of calculating by administration, each one administration is figured again into an armada of spatially dispersed servers. Every server inside an armada executes all alone's core along these lines expanding the parallelism accessible. By spatially appropriating framework servers, territory can be misused by both decreasing correspondence cost and expanding information access region. A given OS administration is made
In 1994, Jim Donehey was brought in to update Capital One’s IT system. His solution was to replace their aging mainframe computers with an object-based system, but this technology had never been used on such a large scale. In contrast, two-thirds of Capital One’s competitors outsourced their IT functions. Within 5 years the company had the world’s largest Oracle database with 23 terabytes of data – winning them the Gartner Group’s Excellence in Technology Award.
A hot topic of debate recently has been if OpenStack is ready for the enterprises and many organizations are controversial about the licensing, cost, security, flexibility, and overall ease of use. Most enterprises should begin mass adoption in the next three years.
A complete analysis conducted on the financial statements and status of Sun Microsystems exposed key issues determined to be of great import to shareholders. After examining the research findings and analysis, it seems that Sun Microsystems finances have not maintained a steady incline. In fact, it had definitely experienced some highs and lows in its return on investment and stockholders’ equity over a four- year evaluation spanning the years 1998 through 2001. In an effort to decipher the problems within the company’s operations, data from the following reports and ratios offered considerable clues.
Is The Tyranny Of Shareholder Value Finally Ending? N.p., n.d. Web. The Web.
CEO compensation has been a heated debate for many years recently, and it can be argued that they are either overpaid or that there payment is justified by the amount of work they do and their performance. To answer the question about whether CEO compensation is justified it must be looked at by the utilitarian viewpoint where the good of many outweighs the good of one. It is true that many CEO’s are paid an exorbitant amount of money; however, their payment is justified by the amount of money that they bring back to the company and the shareholders. There are many factors that impact the pay that the CEO receives according to Shah et.al CEO compensation relies on more than just the performance of the CEO, there are a number of factors that play a rule in the compensation of the CEO including the fellow people who help govern the corporation (Board of Directors, Audit Committee), the size of the company, and the performance that the CEO accomplishes (2009). In this paper the focus will be on the performace aspect of the CEO.
Seitel stated Circuit City’s management responded to the CFO’s departure by offering an additional cash in of $250,000 on top of his $1,000,000 a year (p.218). Management was more concerned about losing one high up employee, but did nothing to help preserve the jobs of 3,400 sales employees. Management should have been counseled to treat all employees with equality and dignity regardless of position. Interestingly, “The firings…are expected to reduce expenses for the electronics retailer by $110 million in fiscal year 2008” (Mui, 2007). In comparison, Circuit City’s CFO’s salary was $1 million. One top-level manager’s pay was almost equal to the total expenses that firing employees cut. This showed that lower level employees are dispensable and not as valuable to the company as a higher level employee
Also by using the wrong metrics the ceo’s took huge risks that maximized their pay at the expense of long term stake holders of the company. The failure of setting a tone at the top is not limited to the business world but extends to government and educational leaders as
1.0 IntroductionIn this report I will be concentrating on the failure of software systems. To understand why software systems fail we need to understand what are software systems. Software systems are a type of information system. This is because a software system is basically a means for hardware to process information. Flynn’s definition of an information system is:"An information system provides procedures to record and make available information, concerning part of an organization, to assist organization-related activities."Humans have been processing information manually for thousands of years, but with the vast increase of demand for knowledge this century has meant that a new method of information processing has been needed. Software systems have provided a new means that is much faster and efficient.
With the acquisition of Q&R came new management and policies. One of the factors that hindered the progress of the transaction was the six months of paperwork that had to be carried out in order to see it through. If this same project were to proceed within FleetBoston, Siebel could face significant delays which could allow their competitors (namely Oracle) to catch up.
For many years, IBM succeeded in holding a very good market position. In fact, the company achieved a very high market share and huge profits. However, this situation did not last forever. In 1990, IBM experienced its first quarterly loss of $2billion due to some unexpected accounting charges. However, revenues increased from $62.7 billion in the previous year to $96 billion. In 1991, the c...
Trimming fat and reducing management layers is inevitable. However, boosting shareholder wealth by stepping on the stakeholders is immoral and unethical. While it is hard to say definitively what the right answer here was, we can examine some of Kidder’s principles of resolving ethical dilemmas to evaluate the decisions made. For example, ends-based thinking, which refers to doing what is best for the masses, was clearly not accounted for in this decision making process. Shareholders and senior management seemed to be the benefactors in CSC’s example. Furthermore, the care-based thinking principle also seems to have been neglected in this decision making process. I would find it difficult to imagine that senior leaders contemplated their proposed behaviors as if they were the object rather than the agent, and consulted their feelings before determining that 40% of the workforce must fall into the category of not meeting expectations (Hughes et al., 2014). Overall, CSC’s decisions were clearly not entirely moral or
Fisman, R. (11 May, 2009). The real reason CEO compensation got out of hand. Retrieved from Slate: http://www.slate.com/articles/business/the_dismal_science/2009/05/comparison_shopping.html
In conclusion, this case described a company that started out very strong, but as soon as they seen a decline in stock prices they fell apart. When the stock prices fell the CEO, Kozlowski started making poor choices, such as falsifying financial information and stealing from the business. From my observation, companies that give out large bonuses for reached goals find themselves fighting with executives that put their morals aside for
SEC was mainly focused in manufacturing; therefore, it’s no surprise that the executives themselves were also focused on their manufacturing plants. Profits that SEC received were soon reinvested into Research & Development, manufacturing, and supply chain activities. Unexpectedly, in 1997, a financial crisis hit the Asian market. Even though SEC’s sales were $16 billion, they still had a negative net profit. SEC executives exercised major restructuring efforts that resulted in the dismissal of 29,000 workers and the sale of billions in corporate assets. SEC was able to ride the Asian Financial Crisis and was able to reduce its debt dramatically to $4.6 billion, from $15 billion, over a 5 year period. Furthermore, SEC was able to increase its net margins from -3% to 13% (Quelch & Harrington, 2008).