Newsgroups: sci.environment
From: mfriedma@uucp (Michael Friedman)
Subject: Re: Idiotic Japan Bashing
Organization: Oracle Corporation
Date: Wed, 30 Dec 1992 02:18:37 GMT
X-Disclaimer: This message was written by an unauthenticated user
              at Oracle Corporation.  The opinions expressed are those
              of the user and not necessarily those of Oracle.

In article <725628015snx@tillage.DIALix.oz.au> gil@tillage.DIALix.oz.au (Gil Hardwick) writes:

>In article <1992Dec28.170740.17094@oracle.us.oracle.com> mfriedma@uucp writes:

> > The one for my department identifies one key technology and 3 key
> > markets that we should become leaders in.  I have target dates for
> > beginning development of our flagship products for each and target
> > dates for beginning sales in the US/Canada, the rest of the First
> > World, the NICs, and the Third World.  I have also identified the
> > market segments which we can expect to sell into most easily and the
> > companies which I think are most likely to compete with us.  Despite
> > its vagueness it is the most confidential document I have produced
> > while at Oracle.

>Perhaps we should send you to Hong Kong for ten years or so, to learn
>about doing business. There you will learn how patiently to build up
>relationships, such that anytime you come up with a product they will
>buy from you anyway. Because they know you, and how you can be trusted
>to look after them during whatever transactions take place.

Bullshit.  For example, no matter how good a relationship we have with
our educational customers, they are not going to buy our MRP products
- they don't manufacture so they don't need MRP.

> > The one for my career identifies three strategic products that I can
> > position myself to build while at Oracle.  Each succeeding one is
> > larger than the last.  Each will leverage sales of other Oracle
> > products.  Two of them will allow Oracle to enter new markets that we
> > are not currently a player in using our existing products as a base,
> > both to build the technology and to provide a receptive audience.

>Well, in Hong Kong they will probably also teach you not to be so
>self-interested, to sit their pulling levers. They will want to know
>more about your eldest son, what education he is receiving, and what
>position he will take up with what enterprise when, and the extent to
>which he during his lifetime will act to fulfil your own incompleted
>life's work. That will require a plan from you of 50-60 years, and
>people will be watching how you are settling down to fulfilling it.

Well, my eldest son is not yet born so I think that kind of premature.
Also, I do not intend to plan my childrens' lives for them.  

> > Those are effective long term plans.  I think your own description of
> > a 100 year plan shows just how ludicrous a 100 year plan would have to
> > be.

>Effective in the short term, perhaps. But who cares about the short
>term when you must work to position your generations to benefit from
>the long term?

Great.  So tell us what belongs in a long term plan, Gil, or admit
that you're blowing hot air.

>How will all your grandchildren, and their children and their children
>after them fare long after you are dead and gone? Doesn't that concern
>you at all? Don't you leave something for them, that they will honour
>you for your longsightedness, generosity and wisdom?

I plan to leave them plenty of money.  They can use it as they see
fit.




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I am not an official Oracle spokesman.  I speak for myself and no one else.
Newsgroups: sci.environment