for Facebook, which has about 2,000 employees. 23,000 withdrawal by Lars Rasmussen, co-creator of Google Maps and Google Wave, is one example, but it raises interesting questions about the technological innovation of enterprises uncertain:

Can companies grow and continue to be be creative and innovative? Or will smaller operations always have a monopoly in the new-ideas department?

This is especially pressing because, with this latest project, the highly ambitious e-mail replacement software called Google Wave, Rasmussen was trying to prove to himself and to Google that innovation is possible at an enormous company.

Tech employees

IBM: 400,000

Microsoft: 89,000

Apple: 49,000

Google: 23,000

Facebook: 2,000

Twitter: 300

Foursquare: 40

The Google Wave team operated like a start-up within that search-engine giant. They set up an office in Sydney, Australia, far from Google’s California headquarters, worked largely in secret (rare at a company known for its internal openness), and agreed upon incentives that would reward them if Wave succeeded — injecting some risk-reward pressure into the corporate mix.

All of that failed spectacularly. Google decided to kill Wave in August, although CEO Eric Schmidt told reporters that Google would adapt some of the back-end technology into other products.

Despite this evidence to the contrary, some business-types defend Google and the ability of big companies to come up with fresh ideas — if they’re willing to make that a priority.

“I don’t think there’s any reason why you can’t be as big as Goliath and as nimble as David,” said Jim Andrew, a senior partner at the Boston Consulting Group, which publishes a yearly list of the world’s top innovative companies in conjunction with Bloomberg Businessweek. This year, Apple, Google, Microsoft and IBM led the list. Facebook and Twitter were nowhere to be found.

“Big companies have a tremendous number of advantages that should allow them to actually be, I would argue, more innovative than a given smaller company,” Andrew said.

Chief among these advantages, of course, is money.

If a small company has a great idea, it may not be able to pull it off and bring it to market because it doesn’t have the cash to do so, he said. Big companies, by contrast, can easily “scale” something new.

On the other hand, the internet and cloud computing have greatly reduced the cost of starting and growing a tech company. Some start-ups — from Twitter to Tumblr — only need employees and server space to make their business models work. The computer power can be rented from companies like Amazon, which only charge websites for the amount of server space they use.

Another advantage: Big companies are capable of taking big risks.

The tech giants tend to have a wide range of products or services to offer — meaning they can take bets on new ideas without risking their entire business, Andrew said. Start-ups, in contrast, tend to base their future on a single product or concept. They bet big, but most of them “end up dying,” said Karim Lakhani, an assistant professor at Harvard Business School. “They go out there, they try different things and then there’s a large, large failure rate,” he said.

But small companies tend to have fewer rules, which can lead to employees having more time to be creative — and this kind of spirit just attracts more idea people.

New entrepreneurs also tend to be incredibly motivated. Seth Priebatsch, CEO of a start-up app called SCVNGR, keeps a sleeping bag under his couch so he can sleep in the office. Any time he spends not working on the app makes him feel guilty — because he worries someone else will beat him out.

And that type of work ethic is normal in the start-up world.

Foursquare founder Dennis Crowley operated earlier this year in an office with several other start-up companies, with his employees sitting at long cafeteria tables instead of desks. For some, those kinds of environments are conducive to intense work and throw-out-the-old-model thinking.

But big companies are capable of letting loose the reins and motivating employees, too.

Google, for example, famously gives its engineers 20 percent of their work time to spend on pet projects of their choosing.

Lakhani praised Google’s decision to experiment with Google Wave. It shows that the company is interested in trying new things and recognizing failures early on. The system wasn’t broken, he said — just the product.

“I applauded Google’s decision both to release it early and then to shut it down when they thought it was not going to go anywhere,” he said. “What they learned from Google Wave is that it was a technology looking for a problem — a solution looking for a problem.”

Google spokesman Aaron Zamost also said Google Wave is a success story in that it shows the big company is willing to take risks and will continue to do so.

“We want to resist large company syndrome,” he said. “Google is big — but Google is scrappy.”

Both Lakhani and Andrew said it’s easy for big companies to get too comfortable and forgo the risks that are necessary for innovation to occur.

Microsoft, for example, has done a good job of recognizing new trends and jumping on them, he said, citing the company’s decision to jump into console gaming, mobile phones and Web apps. Others, particularly high-end PC manufacturers, haven’t had such success in breaking down old business models and starting anew, he said.

Since the width of the largest employees are creative, unfortunately, often acquire more rigid governance structures and philosophies more rigid, Lakhani said. Maybe teaching a growth of Facebook can learn.

As the New York Times points out, some of the fathers of Facebook are now in motion to start their own business.

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Tags: companies, Google, High, innovate, like, still, Tech

Pr 2.0 For High Tech Companies

May 17, 2010 · Filed Under Tech News · Comment

The world of high-tech public relations is experiencing a major shift. While the primary objective – to communicate and share information – remains the same, the techniques used to accomplish this goal are changing.

Old-school channels such as press releases, white papers, and media pitches are making way to social networks, consumer-generated media, and other cutting edge tools. This new frontier in technology public relations is known as PR 2.0.

This article examines the new world of PR 2.0 and how it applies to high-tech companies.

WHAT IS PR 2.0?

PR 2.0 is an innovative strategy that leverages emerging technologies to increase the effectiveness of high-tech public relations. Organizations incorporate blogs, podcasts, RSS feeds, and other tools into their PR mix to quickly get their message out to a broad audience.

WHAT ARE THE BENEFITS FOR TECHNOLOGY PUBLIC RELATIONS?

PR 2.0 adds immediate value to any technology public relations strategy, allowing companies to:

* Increase speed and reach.

With PR 2.0, information becomes instantly accessible to a much wider audience.

* Communicate directly with potential buyers.

Traditionally, news was broadcast to media outlets, who then reported it to the masses. PR 2.0 eliminates the “middle man”, allowing businesses to deliver their message right to the buyers.

* Improve lead generation.

High-tech public relations is about more than just branding. It’s about creating real business opportunities that impact profitability. PR 2.0 can improve search engine rankings and drive a higher volume of qualified leads to a company’s Web site.

WHAT ARE THE KEY ELEMENTS OF PR 2.0?

A successful PR 2.0 portfolio includes:

* Really simple syndication (RSS)

RSS is a form of Web syndication that rapidly distributes up-to-the-minute Internet content. RSS prevents information overload by allowing users to subscribe only to news that is important and relevant to them. Most major wire services offer RSS-enabled press releases, so announcements will be delivered directly to interested subscribers.

* Blogs

Blogs are personal journals created and maintained on the Web. They make for great technology public relations tools, allowing companies to provide information, answer questions, start discussions about relevant issues, and more. Businesses can create their own blogs, or form relationships with bloggers who discuss topics related to their products and services.

* Memes

A meme is an idea or thought that spreads across the entire Web population. Memes can be monitored using memetrackers, services that analyze blogs to uncover the most frequently discussed topics. Memediggers are more proactive, using human-powered voting systems to dynamically deliver news that is popular or interesting.

* Tagging

Descriptors assigned to topics and objects to make them easier to organize and locate. By adding tags to press releases, white papers, and other PR collateral, companies can increase their search engine ranking and participate in creating Web buzz.

* Podcasts

Companies publish files (primarily audio files) to the Internet, and allow users to subscribe to receive those files automatically. Podcasts are an effective, yet inexpensive way to promote products and services directly to potential customers, as well as the media and other members of the Web community.

* Wikis

Wikis are Web sites that enable interaction and collaboration by allowing visitors to add, edit, or delete content. Technology companies can seek out wikis that focus on relevant industry topics, and enter information about products and services.

* Social Networking

Social networking sites, such as MySpace, LinkedIn, and Facebook, help PR professionals form an extended network of peers and colleagues. They can efficiently connect and stay in touch with reporters, journalists, industry experts, bloggers, and other important contacts.

* Social Bookmarking

Social bookmarking sites utilize tags to locate, classify, rank and distribute Internet resources. Businesses can use these sites to share timely, relevant Web content – such as articles and blogs that provide information about the company – with potential customers, journalists, and other Web users.

* The Social Media Press Release

A press release that is optimized for new social media channels, offering a brief summary, some pertinent quotes, links to background information, tags that identify coverage and issues similar to those highlighted in the release, and images or video. These releases can broaden distribution and publication, and give journalists an opportunity to put their own spin on original news.

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Tags: companies, High, Tech

The Dark Side of Valuation: Valuing Old Tech, New Tech, and New Economy Companies

March 31, 2010 · Filed Under Tech News · 5 Comments

Product Description
(Pearson Education) A comprehensive guide to valuing technology companies, for investors, financial executives, venture capitalist, and other professionals. Includes 5 detailed case studies that cover the entire tech lifecycle, from Amazon.com to Cisco and Motorola. DLC: Valuation. Amazon.com Review
If the tech-stock swoon merely whets your appetite for this roller coaster of a market sector, and your eyes don’t glaze over at the very sight of formulas like “Return on Capital = EBIT (1 – t) / Capital Invested,” then The Dark Side of Valuation is the investment guide you’ve been waiting for. Whether considering New Economy firms at their peak or their valley, writes Aswath Damodaran, the problem has always been determining their true value with equitable dispassion. A leading expert on the topic, Damodaran begins by noting that standard corporate valuations are determined by four factors: cash flow from existing investments, growth expected from this cash flow, length of time this growth is sustained, and cost of capital to sustain it. In what he admits is not always an easy read, Damodaran then details various ways to adapt conventional valuation methods for companies that lack key traditional variables (such as profits, track records, and even competitors with which they can be compared) in order to arrive at realistic valuations. Those not scared off by charts comparing the historical risk for T-bills and T-bonds since 1928 will find this book worth a look. –Howard Rothman

The Dark Side of Valuation: Valuing Old Tech, New Tech, and New Economy Companies

Tags: companies, Dark, Economy, Side, Tech, Valuation, Valuing