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By eweek  |  Posted 2006-02-08 Email Print this article Print
 
 
 
 
 
 
 


Well, I guess you proved everybody wrong: The word was that your job was to come in and prep the company for sale. There is a real opportunity here for us to change the software world again and get back to the role that Borland once had as far as being a software innovator. And Im doing everything I can to get us back to do that. Everyday I drive to work, I drive by Apple because theyre just across the street. And I think about how they went through the heyday and then they went through the valley of the shadow of death, and now theyre back. And its an inspiration to say we can do that. Sure, there are some comparisons, but thats maybe not the best analogy because what brought Apple back was new and sexy stuff, and requirements management is kind of stodgy.
Well, it depends on your perspective. Transforming software development is sexy. Its the one untapped area of IT. Its tackling the weakest link. Thats sexy. Now if you want to say how we do it with specific features, OK …
Right, like process. Yeah, process is not really sexy, but the interesting thing is as an industry we hold up the spend-the-night-under-your-desk, pizza-eating guys as heroes, but businesses cant achieve success that way. What thats done is caused them to be over budget and unpredictable. Were turning it into a managed business process. And the CIOs we meet with, when we show them what we can do for them—its as sexy as the iPod is to any teenager. What kind of hit to headcount do you anticipate?
Well, part of it depends on how much the [company that buys the IDE business] decides they want. Do they just want the engineers, or do they want the engineers and some of the channel sales people, etc. A lot of its going to depend on who the suitor is and how much of the IDE business they want. But the absolute commitment were making to our customers is that their products ecosystem continues and thrives. These moves indicate youve certainly had a busy early tenure here at Borland. How have things been otherwise? Ive been here for 75 days and one of the things I did early on is I set up 100 one-on-ones with various people in the company to find out what was going on. And one of the things that I found was the core management team before I got here spent a lot of time laying the groundwork for what Borland needs to do. And in addition to spending time with employees, I spent time with customers. And whenever I talked to customers they said the weakest link in every IT organization is the dysfunctional software development process. No ones really solved that. And weve been focusing on application lifecycle management. One of the things I got from employees is we need some focus and clarity as far as what do we want to be when we grow up. When you look at the 24-year history of Borland, the core history has all been about software development. When Philippe [Kahn, Borlands founder] did his little thing where he expanded to try to take on Microsoft and get into business apps, he failed. Then you look at what Del Yocam tried to do with Inprise and said were not going to be software development, were going to be runtime. He left the heritage and failed. So were making it very clear to our employees, customers, partners and the world that we are serious in this application lifecycle space. Check out eWEEK.coms for the latest news, reviews and analysis in programming environments and developer tools.


 
 
 
 
 
 
 
 
 
 
 

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