[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"$fYPpzJcDoDAhMK0kujFCy07G2mEfkc5WdfNGB86nU6a0":3,"$fuu-v13YCz0b9uQE5fUC-tKzf-9LLBqVpXuH5kL5jVUY":12},{"author":4,"tags":11},{"author_id":5,"author_name":6,"author_name_first_letter":7,"article_count":8,"bio":9,"short_bio":9,"bio_jsonld":9,"slug":10,"image_url":9},155105,"Roger Kay","R",26,null,"roger-kay",[],{"quotes":13,"pagination":130},[14,27,39,51,63,74,85,96,107,118],{"id":15,"quote_text":16,"author_id":5,"source_id":17,"has_image":18,"author":19,"source":20,"quote_tag":21,"commentary":9},1854567,"The company needs to get beyond where (Inouye) has taken it. Gateway needs a visionary. He's an operations guy.",4,false,{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[22],{"id":23,"tag":24},4844263,{"id":25,"tag_name":26},3916,"beyond",{"id":28,"quote_text":29,"author_id":5,"source_id":17,"has_image":18,"author":30,"source":31,"quote_tag":32,"commentary":38},1854565,"This is a company with real profits and a real brand recognition. It's also a new thing for Dell since they haven't bought a company and maintained it as a separate subsidiary before that I know of.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[33],{"id":34,"tag":35},4844261,{"id":36,"tag_name":37},66631,"bought","**The Backstory**\nThis quote is attributed to Roger Kay, a well-known industry analyst, likely from a report or interview discussing Dell's acquisition of Alienware in 2006. At that time, Dell was expanding its product lines and exploring new markets, aiming to revitalize its brand image.\n\n**The Hidden Insight**\nOn the surface, Kay's comment seems to highlight the financial benefits and brand recognition that Dell has gained through its acquisition of Alienware. However, the deeper insight lies in the tension between the \"real profits\" and the \"new thing\" for Dell. Kay is pointing out that Dell's success in this acquisition is not solely based on financial gains, but also on its ability to adapt and innovate by taking risks and trying new approaches, which is a counter-intuitive truth given the conventional wisdom that established companies should stick to what they know.\n\n**How to Use This**\nTo apply this mindset today, consider taking calculated risks in your own work by exploring new markets, products, or services that may seem unconventional, but have the potential to drive innovation and growth. By embracing the \"new thing\" and being willing to take on challenges, you can differentiate yourself and your organization from competitors, just like Dell did with its acquisition of Alienware.",{"id":40,"quote_text":41,"author_id":5,"source_id":17,"has_image":18,"author":42,"source":43,"quote_tag":44,"commentary":50},1854563,"Intel is in a position to tip the balance on this one, and in fact seems likely to do so,",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[45],{"id":46,"tag":47},4844258,{"id":48,"tag_name":49},9,"balance","**The Backstory**\nThis quote is attributed to Roger Kay, a renowned technology analyst, likely from a research report or an interview around the early 2000s. During this time, Intel was facing significant competition from AMD and other chip manufacturers, and Kay's statement reflects the intense scrutiny and high stakes in the tech industry.\n\n**The Hidden Insight**\nOn the surface, the quote appears to be a straightforward prediction about Intel's market position. However, the hidden insight lies in the subtle implication that the balance between Intel and its competitors is precarious and can be easily tipped. This suggests that Kay is highlighting the volatility and unpredictability of the tech market, where even a slight advantage can lead to a significant shift in market dynamics.\n\n**How to Use This**\nIn today's fast-paced business environment, professionals can apply Kay's mindset by recognizing the fine line between success and failure. To stay ahead, they should continually assess the competitive landscape, identify potential vulnerabilities, and be prepared to adapt quickly to changing circumstances.",{"id":52,"quote_text":53,"author_id":5,"source_id":17,"has_image":18,"author":54,"source":55,"quote_tag":56,"commentary":62},1854560,"If I were inside Dell, I would be using Apple as the benchmark. Apple has totally wowed the computer world. They are the company to beat.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[57],{"id":58,"tag":59},4844256,{"id":60,"tag_name":61},1697,"apple","**The Backstory**\nRoger Kay, a renowned technology analyst, made this statement in 2006, a time when Apple was on the cusp of revolutionizing the tech industry with its innovative products, particularly the iPod and iPhone. Kay's comment reflects the growing admiration for Apple's design-centric approach and its ability to disrupt traditional markets. As a historian, I note that Kay's statement was likely influenced by the tech industry's shift towards consumerization, where user experience and aesthetics became increasingly important.\n\n**The Hidden Insight**\nOn the surface, Kay's quote seems to be a straightforward acknowledgment of Apple's success. However, upon closer examination, it reveals a subtle yet profound insight: the importance of using a competitor's achievements as a benchmark for innovation. By setting Apple as the standard, Kay is suggesting that Dell, or any other company, should not only strive to match Apple's success but also use it as a catalyst for their own creative problem-solving. This approach highlights the tension between emulation and innovation, as Kay is advocating for a mindset that balances learning from others with the drive to surpass them.\n\n**How to Use This**\nTo apply this mindset today, professionals and creatives should adopt a \"benchmark-hopping\" strategy, where they identify a competitor or industry leader that is pushing the boundaries in their field and use their achievements as a catalyst for innovation. By doing so, they can leverage the collective knowledge and expertise of others to drive their own creative solutions and stay ahead of the curve.",{"id":64,"quote_text":65,"author_id":5,"source_id":17,"has_image":18,"author":66,"source":67,"quote_tag":68,"commentary":9},1854556,"The faster the obsolescence, the better the deals on existing stuff.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[69],{"id":70,"tag":71},4844252,{"id":72,"tag_name":73},33219,"deals",{"id":75,"quote_text":76,"author_id":5,"source_id":17,"has_image":18,"author":77,"source":78,"quote_tag":79,"commentary":9},1854550,"These types of enterprise services are typically available only to large organizations. By offering this portfolio to its mid-market customers, Gateway is providing them with a class of services not normally within their reach. Working through partners, Gateway is able to deliver services tailored appropriately for its customer set.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[80],{"id":81,"tag":82},4844246,{"id":83,"tag_name":84},3482,"available",{"id":86,"quote_text":87,"author_id":5,"source_id":17,"has_image":18,"author":88,"source":89,"quote_tag":90,"commentary":9},1854545,"Notebooks are roaring and taking over from desktops at a pretty fair clip.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[91],{"id":92,"tag":93},4844241,{"id":94,"tag_name":95},3692,"fair",{"id":97,"quote_text":98,"author_id":5,"source_id":17,"has_image":18,"author":99,"source":100,"quote_tag":101,"commentary":9},1854540,"The bad news is that it's hard to get to them, ... The good news is that they're not overexploited because they're hard to get to.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[102],{"id":103,"tag":104},4844236,{"id":105,"tag_name":106},2891,"bad",{"id":108,"quote_text":109,"author_id":5,"source_id":17,"has_image":18,"author":110,"source":111,"quote_tag":112,"commentary":9},1854535,"It's not as neat and clean as it might sound.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[113],{"id":114,"tag":115},4844231,{"id":116,"tag_name":117},1774,"clean",{"id":119,"quote_text":120,"author_id":5,"source_id":17,"has_image":18,"author":121,"source":122,"quote_tag":123,"commentary":129},1854531,"They have a huge cash flow that finances a whole city of people, and yet where you can grow from there is actually fairly limited. Microsoft's stock price isn't going anywhere, and in that environment, politics that were background noise rise to the foreground.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[124],{"id":125,"tag":126},4844227,{"id":127,"tag_name":128},12332,"background","**The Backstory**\nThis quote from Roger Kay, a well-known industry analyst and commentator, was likely spoken during a period of rapid technological change and shifting market dynamics in the tech industry. In the early 2000s, Microsoft's dominance was being challenged by the rise of open-source software and the growing influence of Google and other emerging tech giants. Kay's comment reflects his observations on the limitations of Microsoft's growth prospects and the increasing importance of politics and power dynamics in the industry.\n\n**The Hidden Insight**\nThe hidden insight in Kay's quote lies in the tension between the apparent abundance of resources (Microsoft's \"huge cash flow\") and the actual constraints on growth (\"where you can grow from there is actually fairly limited\"). This paradox highlights the idea that even in the presence of significant resources, the ability to adapt and innovate can be severely limited by internal politics and external factors, making it essential to navigate these complexities effectively.\n\n**How to Use This**\nTo apply this mindset in your own professional or creative pursuits, recognize that having a strong foundation or resources does not guarantee continued growth or success. Instead, focus on navigating the complex web of internal politics and external factors that can either hinder or facilitate your progress, and be prepared to adapt your strategy accordingly. By acknowledging the limitations of your resources and the importance of politics, you can develop a more nuanced understanding of your situation and make more informed decisions about how to move forward.",{"currentPage":131,"totalPages":132,"totalItems":8,"itemsPerPage":133},1,3,10]