<div style="text-align:left">Listers</div><div style="text-align:left"><br></div><div style="text-align:left">A writer's reputation can sometimes precede the message. I will confess that I did not understand that it was irony or sarcasm that was intended.</div>
<div style="text-align:left"><br></div><div style="text-align:left"><div style="text-align:left">The biggest opinion shapers have the greatest responsibility to always be clear, factual, empathetic. Robert Yawe is one such opinion shaper no doubt. So the matter merited clarification.</div>
<div><br></div></div><div style="text-align:left">And I certainly could not relate to the 'King is Dead, Long Live the King' reference to this story.We we can have a long debate about how that analogy could have been best used in the context of that particular story. My suggestion would be that the headline should have said. "The Mainframe is dead, long live the Mainframe." The issue of the headline has been clarified. </div>
<div style="text-align:left"><br></div><div style="text-align:left">Some clarification is needed based on a few comments. There does not exist a prevailing sentiment that IBM is struggling as some imply here. </div><div style="text-align:left">
<br></div><div style="text-align:left">The list is divided into two strands. Those reacting to the substance of the article (no controversy here really), and others reacting to the idea that Robert has the right to use dramatic effect to get the attention to the issue. </div>
<div style="text-align:left"><br></div><div style="text-align:left">The challenge of Kictanet lies here. The issue is that if you don't read the story and jump to conclusions you can miss the point. A few reactions suggest that some did not and have further not read it and are using the discourse to further the argument that we can express ourselves as we see fit because the end justifies the means.</div>
<div style="text-align:left"><br></div><div style="text-align:left"> The drama trumps the substance. </div><div style="text-align:left"><br></div><div style="text-align:left">In forums such as this which are largely professional groupings, this should not be the case. </div>
<div style="text-align:left"><br></div><div style="text-align:left">Professional Journals, forums, groupings thrive because they provide professionals with safe space away from popular, headline driven media. In forums like this we should dig deep into issues if we so please and feel professional protected. I would agree that a healthy dose of drama and substance is good. Professionals have a responsibility to dig deep. This forum it flows freely. Some feel some arguments are too personal, too opinionated and some have too much conjecture. Others feel that when facts and serious issues are presented, they are seen as boring. We get the headlines we deserve and the blame the media.</div>
<div style="text-align:left"><br></div><div style="text-align:left">There are many who won't come out of the "closet" and just say, sometimes they think kictanet can be a big vendetta machine driven by established groupings who pre-agree attacks on individuals and agree to prop up others. These individuals you can call fearful lurkers. My view is that they are a substantial group. </div>
<div style="text-align:left"><br></div><div style="text-align:left">kictanet has improved a lot in recent months and continues to be an important forum.</div><div style="text-align:left"><br></div><div style="text-align:left">
We need to get wider opinion and so move the platform onto wider areas, Facebook, twitter, a public blog. It will not take away the controversy but it will get us fresh ideas as well. we need to drive up the numbers. </div>
<div style="text-align:left"><br></div><div style="text-align:left">As an example, I don't allow my staff to post any official comments on this forum. we hardly get contributions from the leading technology voices. we learn more things outside this forum. The #140Friday meetings and discussions are taking place outside this forum. The Connected Kenya summit attended by over 400 people this year was highly successful and not discussed here. The CIO forum in South Africa that I have just attended, The global meeting on Open Government. The moderator should be given information that feeds discussion and information. The list format does not work for all information types and it is time to put this on a portal.</div>
<div style="text-align:left"> </div><div style="text-align:left"><br></div><div style="text-align:left">A few more facts on IBM to enrich the substantive discussion. </div><div><ol><li style="text-align:left">IBM is now primarily a services company (<a href="http://www.ibm.com/annualreport/2011/ghv/">http://www.ibm.com/annualreport/2011/ghv/</a>). In 2000 the revenue composition was 35% Hardware/Financing, 38% Services, 27% Software. in 2011 it was 16% Hardware/Financing, 41% Services, and 44% Software. Big change of strategy over the years that saw it dispose of its desktop business to Lenovo during that period. Anyone ever read their former CEO's book "who said elephants can't dance?" about their shift of strategy from hardware to consulting and services as a long term strategy.</li>
<li style="text-align:left">2011 revenue was 110 USD Billion and it had grown 10 consecutive years.</li><li style="text-align:left">If anyone can remember, last year, Warren Buffet the world's leading investor bought IBM stock, his first technology stocks ever.</li>
<li style="text-align:left">Of particular note is how some of that growth is achieved. "<span class="Apple-style-span" style="color:rgb(51,51,51);font-family:Arial,sans-serif;line-height:22px">the beginning of 2000, [IBM] have acquired 130 companies in strategic areas including analytics, cloud, security and Smarter Commerce. IBM expect to spend $20 billion in acquisitions over the 2015 Road Map period to support growth initiatives". This should excite well positioned Kenyan firms whose investors need an exit strategy.</span></li>
</ol><div style="text-align:left">As a matter of interest there are certain other thematic areas that are worth studying, tracking understanding as part of understanding this sector. These discussions can enrich a list of this nature</div>
<div><ol><li style="text-align:left">How Kenyan Telco companies make strategic shifts in a market in which voice revenues will continue to be less significant.</li><li style="text-align:left">Apple's history and its impact on the whole tech sector. Steve Jobs Biography is an excellent read in this respect.</li>
<li style="text-align:left">How Yahoo which pioneered the search sector will manage its current turnaround.</li><li style="text-align:left">how HP another global giant will manage is strategic issues in the context of its announcement by the immediate past CEO that it would sell of its hardware business.</li>
<li style="text-align:left">How our emerging tech business leaders (Seven Seas, Cellulant, Alliance technologies, Verve, Kencall, Pespal,Ushahidi to name a few ) drive their growth, develop strategy and the role of venture capital and the supporting ecosystem. and their relationship to multinationals and the more relatively established older tech companies (Copy Cat, Technology Associates, Lantech, Symphony, Fintec, Jamii).</li>
<li style="text-align:left">The role of regional opportunity, south Africa (partnerships,JV), East Africa,( markets growth, scale) West Africa (Huge market). etc</li></ol><div style="text-align:left">Part of positioning a country is business owners alignment to opportunity. </div>
</div><div style="text-align:left"><br></div><div style="text-align:left">These sorts of discussions are certainly value adding</div><div style="text-align:left"><br></div><div style="text-align:left">asante</div></div><div style="text-align:left">
<br></div><div><div style="text-align:left">Paul Kukubo</div><div style="text-align:left">Chief Executive Officer, Kenya ICT Board</div><div style="text-align:left">PO Box 27150 - 00100</div><div style="text-align:left">
Nairobi, Kenya</div>
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<div style="text-align:left"><br></div><div style="text-align:left"><br></div><div style="text-align:left">personal contacts</div><div style="text-align:left">_______________</div>
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<br></div><div style="text-align:left">skype: kukubopaul</div><div style="text-align:left">googletalk: pkukubo</div><div style="text-align:left">personal blog: <a href="http://www.paulkukubo.co.ke" target="_blank">www.paulkukubo.co.ke</a></div>
<div style="text-align:left">personal twitter: @pkukubo</div><div style="text-align:left"><br></div><div style="text-align:left"><br></div><div style="text-align:left">____________________</div><div style="text-align:left">
Vision: Kenya becomes a top ten global ICT hub</div><div style="text-align:left"><br></div><div style="text-align:left">Mission: To champion and actively enable Kenya to adopt and exploit ICT, through promotion of partnerships, investments and infrastructure growth for socio economic enrichment </div>
<div style="text-align:left"><br></div><div style="text-align:left"><br></div><div class="gmail_quote"><div style="text-align:left">On Fri, Apr 20, 2012 at 9:55 AM, <span dir="ltr"><<a href="mailto:dmbuvi@gmail.com" target="_blank">dmbuvi@gmail.com</a>></span> wrote:</div>
<blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex"><div style="text-align:left">There is sarcasm and irony. When it gets used in public , majority don't get it. Where did our literature teachers fail ?</div>
<div style="text-align:left"><br></div><div style="text-align:left">Many have been saying IBM is dead, and this prompted Yawe to post an article that shows this is far from the truth , though using the popular thought , IBM is dead.</div>
<div style="text-align:left"><br></div><div style="text-align:left">The reactions in this list are similar to the many amusing and angry letters that follow many a Kwamchetsi Makokha's piece .</div>
<div><div style="text-align:left"><br></div><div style="text-align:left">Sent from my BlackBerry®</div>
<div style="text-align:left"><br></div><div style="text-align:left">-----Original Message-----</div>
</div><div><div style="text-align:left">From: Barrack Otieno <<a href="mailto:otieno.barrack@gmail.com" target="_blank">otieno.barrack@gmail.com</a>></div><div style="text-align:left">Sender: kictanet-bounces+dmbuvi=gmail.com@lists.kictanet.or.keDate: Fri, 20 Apr 2012 07:17:35</div>
<div style="text-align:left">To: Dennis Kioko Mbuvi<<a href="mailto:dmbuvi@gmail.com" target="_blank">dmbuvi@gmail.com</a>></div><div style="text-align:left">Cc: KICTAnet ICT Policy Discussions<<a href="mailto:kictanet@lists.kictanet.or.ke" target="_blank">kictanet@lists.kictanet.or.ke</a>></div>
</div><div><div style="text-align:left">Subject: Re: [kictanet] IBM is dead!</div>
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<div><div><div style="text-align:left"><br></div><div style="text-align:left">The Kenya ICT Action Network (KICTANet) is a multi-stakeholder platform for people and institutions interested and involved in ICT policy and regulation. The network aims to act as a catalyst for reform in the ICT sector in support of the national aim of ICT enabled growth and development.</div>
<div style="text-align:left"><br></div><div style="text-align:left">KICTANetiquette : Adhere to the same standards of acceptable behaviors online that you follow in real life: respect people's times and bandwidth, share knowledge, don't flame or abuse or personalize, respect privacy, do not spam, do not market your wares or qualifications.</div>
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