With Microsoft's Bing and Google's Chrome OS, each company made a move that was more characteristic of the other. Are the companies adopting each other's best or worst habits, and can the enterprise benefit from a Google-Microsoft morph?
There's a famous quote from Walt Kelly's Pogo that goes, "We have met the enemy and he is us."
This quote has been jumping to my mind a lot lately as I've watched
the ongoing battle between Microsoft and Google. That's because I've
been finding it a lot harder lately to tell these two companies apart.
In many ways, Google has become a lot more like Microsoft, while
Microsoft has been taking on some of Google's characteristics.
Don't believe me? Let's do a little experiment.
Imagine I have the ability to time travel and that I've chosen to go
back four months ago. I walk up to you and tell you that in the near
future there will be two major volleys in the Google-Microsoft war, but
I don't tell you which company does what.
I do tell you that in a few months one of the companies--let's call
it Company A--will release a surprise new product that strikes at the
core of the other's business. This new surprise product will
immediately garner lots of praise and attention, with even major
skeptics applauding its implementation and features. In no time, this
new product will have made inroads into the other company's market.
Then I tell you that just a few weeks later, Company B will launch
its response. This will take the form of what is essentially an
announcement that Company B is planning to release a new product that
will compete with Company A's core.
There will be no actual product shown, and the first look at the
product is at least months away. While a real product will most likely
actually be released, right now the response from Company B is
basically an example of FUD.
Now, after giving you this information, I ask you to guess which
company is Google and which is Microsoft. I think I can say with a high
degree of certainty that you and 99.99 percent of other people would
guess that Company A was Google and Company B was Microsoft. But, of
course, it is actually the other way around, with Microsoft Bing being
the surprisingly good new product and Chrome OS the announcement about
a product that no one has seen yet.
Of course, this leads to an important question: Would it be a good
thing if Google was more like Microsoft and Microsoft was more like
I think it would be a good thing if Microsoft adopted more of
Google's style and product innovation. The announcement and release of
Bing has to be one of the most successful new product launches that
Microsoft has had in years, and a big part of that was the surprise
element of it.
A typical Microsoft product release has been pre-announced (FUD),
seen multiple betas and RCs, and basically picked apart to death by the
time most people see it. In this environment, the cards are stacked
against all but the best products actually succeeding and gaining lots
of public interest.
Conversely, the release of Bing took everyone by surprise, and since
people were forced to look at it fresh, they came away impressed by how
good Bing actually was. In many ways, this is the exact same thing
Google did with its release of the Chrome Web browser.
While it is less clear that Google needs to be like Microsoft, and I
really don't think FUD is the best place to start, there are definitely
some lessons that Google can learn from the software giant. This is
especially true in the enterprise space, where surprises are less
welcome and stability is prized.
So, yes, Microsoft could definitely use more of the risk-taking,
throw-things-out-there-to-see-if-they-work attitude of Google. And
Google could stand to be more like Microsoft and pay more attention to
the needs of business.
In my opinion, nearly all large companies in a market eventually
start to look like each other, and I think we'll see more examples of
Microsoft and Google acting alike. But I don't think we'll need to
start calling them Googsoft or Microogle any time soon.
Chief Technology Analyst Jim Rapoza can be reached at email@example.com.
Jim Rapoza, Chief Technology Analyst, eWEEK.For nearly fifteen years, Jim Rapoza has evaluated products and technologies in almost every technology category for eWEEK. Mr Rapoza's current technology focus is on all categories of emerging information technology though he continues to focus on core technology areas that include: content management systems, portal applications, Web publishing tools and security. Mr. Rapoza has coordinated several evaluations at enterprise organizations, including USA Today and The Prudential, to measure the capability of products and services under real-world conditions and against real-world criteria. Jim Rapoza's award-winning weekly column, Tech Directions, delves into all areas of technologies and the challenges of managing and deploying technology today.