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   RE: [xml-dev] Arbortext bought

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From: Uche Ogbuji [mailto:uche.ogbuji@fourthought.com]

On Mon, 2005-07-25 at 08:57 -0500, Bullard, Claude L (Len) wrote:
>> Arbortext did the right thing at the right time 
>> and for the right reasons.  Aware persons will 
>> understand the timing and the synergy possible.

>Perhaps, but that's not my point.

I know, but it was mine.  An acquisition/sale is a business 
matter.  Try to understand the reasons for it.  Technology 
didn't change in character; it changed in pending values. 
The managers and owners are being proactive.

>> Sorry to put you off, Uche.  I've seen the status 
>> quo defended too well in the face of needed change. 
>> It costs people their jobs sometimes and it wastes 
>> advantage always.

>Yes.  And such problems are created by *businessmen* as often as they
>are not.

Violent agreement.  I've a long list of those too.  Timing and failing 
to recognize technical change characterize most of them.  Overvaluing 
technology, overvaluing position in a framework, overvaluing customer 
relationships given changes in the markets, undervaluing 
all of the same, all are possible.  The conditions Arbortext is facing 
and their position aren't the same for all companies in their business.

My take was simple: pure markup and publishing plays, no matter how 
well positioned the company at this time, aren't good investments 
unless that business is actively seeking partnerships with other 
parts of their customer's business.  The framework vendors are 
busily absorbing those niches and their history of success at 
that is rather good.
Arbortext did a smart thing.  Good for investors and employees.  
They make moves early rather than late.  The danger is in the merging of 
cultures.  Pining employees can sabotage success and the aware 
managers will try to get them onboard, but if that doesn't work, 
they'll take them out.  If one is working for their success, the 
best advice one can give is that which prompts them to defend the 
mission and the company's new direction.  Fighting both is unwise.

I interpret Paul as wondering if his company faces similar challenges. 
I think he is wise to wonder.  The article I forwarded is food 
for thought because it takes up exactly that kind of analysis.



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