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Everyone Else Must Fail
As you would expect, there is more business than technology in the book, not to say that this is bad, but you'll find only the top slice of Oracle's business: sales, marketing, consulting etc. You won't find many discussions on how, why and which technology has been created or adopted by Oracle -- it's mostly how this technology has been sold to customers, and what happened afterwards.
Southwick covers nearly all of Oracle's history, starting with 1979 and up to mid-summer 2003 when Oracle launched its campaign to acquire PeopleSoft. The book's starts with a quote attributed to Genghis Khan ("It is not sufficient that I succeed. Everyone else must fail.") which Larry Ellison obviously likes and uses quite often. After a start like that, it's all downhill from there.
Larry Ellison is portrayed as a natural leader: visionary, extraordinary productive and effective. At the same time, he is the "supreme dictator," "extreme narcissist," "most controversial CEO," all this is combined to make "a grandiose, deeply flawed, yet extraordinary, human being." My favorite quote in this book belongs to Rich Hagberg (a management consultant). When he drives by Oracle's towers, he says, "I tell my kids that's where Darth Vader lives." This is not the book's only harsh definition of Ellison. If Softwar is an "intimate" portrait of Larry Ellison then Everyone Else Must Fail is definitely an "intimidating" portrait of him.
Oracle's culture is defined as "brutal, draining, and filled with potential pitfalls." The relationship between Larry and his subordinates, and what's equally important, with Oracles customers (the Oracle mindset is described as "use 'em and dump 'em.") Everyone is expendable, success must be achieved by all means, and everything is measured by how useful a person is to help Ellison implement his vision.
The list of dumped Oracle executives includes Tom Siebel of Siebel, Craig Conway of PeopleSoft, Greg Brady of i2 Technologies, Marc Benioff of Salesforce.com, Gray Bloom of Veritas, the list goes on and on. As soon as Larry Ellison feels that an executive gains popularity with customers, employees, and can, potentially, outplace him, he will find a reason to get rid of that person. Due to Ellison's personal "insecurity" to deliver the news face-to-face, many of those execs were fired "remotely," usually over the phone, and while on vacation. Coincidentally, almost all of them were fired just before the next portion of their stock options vested. Some of the discharged workers filed wrongful termination suits, but few of them won: none of them have talked to Larry since.
Only Bob Miner, Oracle's co-founder, top developer of Oracle's DB, and later head of development, is shown as a friend. Unfortunately, Bob Miner died in 1994 of lung cancer and Larry was left in the void. Over the last three years, Ellison fired all key members of his management team and concentrated all power in his own hands, leaving Oracle without much a needed counterbalance to Ellison's whimsical desires. With increased competition from IBM and Microsoft, unhappy customers, and flawed leadership, Karen Southwick questions the future of Oracle but leaves the question open.
The customers of Oracle DB were technology experts and didn't mind the need to fiddle with the product until they got it working; the real problems started when Oracle began to release ERP and CRM applications. These applications use the technology and don't invent it. In Ellison's eyes, though, the technology is "cool"; he likes to create technology and respects engineers, he doesn't like to perfect it. If something goes wrong with the product, the company attitude seems to be that it's because customers did something stupid.
I found the comparison between Oracle, Microsoft and IBM very interesting: both Oracle and Microsoft are seen as "technology" companies, both have core technologies (database and operating system) and everything else revolves around them, "you better buy everything from us or you're out." It's a sink-or-swim approach.
By contrast, IBM has marketed itself as a "solution" company that brings whatever customer asks for, the best-of-breed approach. However, in positioning .NET as an enterprise system, Microsoft makes one step forward to the solution approach. Oracle still hasn't make any steps in that direction.
A few things in the book are very entertaining -- for example, the story of Rick Bennett, who single-handedly served Oracle as an advertising agency from 1984 to 1990, the most aggressive ads Oracle ever ran were created by him. When Ingres was acquired by ASK Computer Systems Oracle ran a full page ad: "WE KICK ASK." This and some other examples of Oracle's ads from that era can be found on Bennett's website.
If you're looking for a recipe how to piss off your customers, screw up your employees, alienate your partners this book is for you: it has a detailed description how to achieve all that based on Larry Ellison's extensive experience.
You can purchase Everyone Else Must Fail: The Unvarnished Truth About Oracle and Larry Ellison from bn.com. Slashdot welcomes readers' book reviews -- to submit a review for consideration, read the book review guidelines, then visit the submission page.
If you're looking for a recipe how to piss off your customers, screw up your employees, alienate your partners this book is for you: it has a detailed description how to achieve all that based on Larry Ellison's extensive experience. No thanks. I think I'll wait for Crazy as a Sh*thouse Rat: The Darl McBride Story.
"I tell my kids that's where Darth Vader lives."
Wouldn't that be Redmond?
(sorry, too easy)
-B
It must be said the previous book, at least according to the publisher's claims, wasn't just a spew of marketing from Oracle ---- it was supposed to be written independently, with Ellison having the right only to add footnotes, and NOT to modify the text.
...
That's the theory anyway. Who knows what sort of political games go on in actually agreeing to get a deal like this --- is there an unwritten rule that the author must play ball? Haven't read either, so I'm not sure
Ack, I have finally found one that is more of an axe murderer than the other's I've worked for. Yippie and pass the pink slips.
"Learning is not compulsory... neither is survival."
--Dr.W.Edwards Deming
forget Larry for a second. For a CEO to succeed, does it require that person to be a dictator?
Granted all companies generally regard customers as an annoyance. The feeling is mutual.
"Learning is not compulsory... neither is survival."
--Dr.W.Edwards Deming
I am nobody...therefore....
clifgriffin > blog
The only thing that separates Larry from the other ones is the neato cars he buys for Oracle employees who happen to be his ex-girlfriend.
It sounds like he'd fit in quite nicely in the open-source world. In fact, his philosophy would make a nice introduction for the Mplayer FAQ. (Q: Why are .avi files are playing with the colors reversed? A: Bite me.)
If you're looking for a recipe how to piss off your customers, screw up your employees, alienate your partners this book is for you: it has a detailed description how to achieve all that based on Larry Ellison's extensive experience.
And yet, somehow Ellison is a billionaire with a MiG and an America's Cup campaign and ElectricAnt is writing reviews on Slashdot...
What I'm listening to now on Pandora...
Or for that matter, it could be that many things (in the book) may be patenly false. How are we to know?
There's a Mercedes gap too. I want one and can't afford one, but it's not government's job to do anything about it.
Well, you *do* know what ORACLE stands for, don't you? One Real Asshole Called Larry Ellison.
I still remember a lot of the guy's screwups, I was in the Bay Area in the late 80's and early 90's, when Larry habitually compared himself to God. All in all, an incredibly arrogant individual.
-- Ed Carp, N7EKG erc@pobox.com PGP KeyID: 0x0BD32C9B What I'm up to: http://intuitives.mine.nu
(the mindset)
I know I'd not be particularly happy, but what else do you do ? If your business needs Oracle, then there is no real alternative - Informix is a distant second place, with the rest of the pack some why behind. Good luck porting from "standard SQL" to "standard SQL" as well
I have a certain amount of respect for Ellison (purely down to his PR image, of course
Simon
Physicists get Hadrons!
I guess I will point out the obvious.
If you shouldn't run your business that way
then why is it so successful ?
Absolute statements are never true
I'm not sure what to think of Ellison. However, I have to say that most of the people reviewed control companies (Siebel, Peoplesoft) that produce products I find to be vastly overcomplicated and overhyped. I have to say that Oracle is probably a better place without them, and I think more highly of Ellison as a result of his getting rid of them...
Haven't you every thought, sometimes, that a number of high level execs from your company should just go? Yet no-one will every git rid of them. At least Ellison has the guts to rid upper management of people that do not belong, even if the reason for that is in his head. Whose to say some of those firings were not actually good ideas?
On another note, the only thing I see in the press regarding Oracle is Ellison whining about Microsoft, or some other non-technical related subject. The man is just a troll, plain and simple. He needs to focus on making his product better, rather than saying how bad their competitors are. The title "Everyone Else Must Fail" is a very good summation of the attitude Ive seen from Ellison.
Compare this with things Gates says in the press- he is always looking at better ways of applying technology, ways to make things easier, etc. He (correctly, IMO) wants computing a simple human experience, something people dont need five years of experience to do. Much like using a hammer or screwdriver: an experienced carpenter will still be able to use the tools more effectively, but a newbie can still drive a nail or screw into a wall with the same tools.
Note to self: prepare to be modded down for saying something good about Microsoft.
Manipulate the moderator system! Mod someone as "overrated" today.
Would have modded up except for the whiny comment about preparing to be modded down.
IMO, it's pretty clear that the reviewer is more interested in making a statement about how s/he feels about Larry, using sections from the book to follow it up, than in reviewing the book.
One thing that the Review did not bring out, which I think the Book might have, is the total fixation that Ellsion has on Gates. It is almost like a fetish. The significant parts of his career can almost said to be defined more by Gates that by his ownself. Gates ain't my favorite, but Ellison is less so.
The Big Fight: Oracle vs. Microsoft "In this corner is challenger Oracle CEO Larry Ellison and the NC (Network Computer). In the opposite corner is reigning champion Microsoft CEO Bill Gates and the NetPC. The low-cost computing fight has begun. This fight between Ellison and Gates isn?t solely about low-cost computing. It also concerns who?s in charge of the computer industry and mixes in the personal animosity between the two software rivals. Referring to Microsoft, Ellison said, ?The idea the world could be controlled by one company is shocking and unacceptable.? "
There was a time when Oracle's Ellison Closer Than Ever To Richest-Man Title "Larry Ellison may spend some quality time with his calculator this week. His net worth hasn't been this close to that of rival Bill Gates since 1986--that is, figuring in only their stakes in Microsoft and Oracle. While Oracle's stock has held up well this month, Microsoft shares have fallen dramatically because of renewed speculation that the government will break up the company. As of today's market close, Microsoft Chairman Gates' stake in Microsoft is worth $49.4 billion. Oracle Chief Executive Ellison has $48 billion worth of Oracle stock."
But then it so happened Ellison was reduced to Dumpster Diving into M$ trash "Ellison maintained his company did nothing illegal in commissioning the investigation, which was revealed earlier this month after the detective agency Oracle had retained, Investigative Group International, was caught trying to buy from dustmen the office rubbish of the Association for Competitive Technology, a Microsoft-funded industry front group. To demonstrate his apparent belief that all's fair in Love, War and Corporate Public Relations, Ellison challenged Microsoft to investigate his own company in return. "We will ship them our garbage," he joked. "We will ship our garbage to Redmond, and they can go through it. We believe in full disclosure.""
Characteristically Ellison told a Forbes reporter in 1996 that he was about to purchase a T-38 Supersonic jet fighter. "Maybe I should fire a few Maverick missiles in his [Gates'] living room," he joked.
His fixation was apparent when he said ""The only software company we care about a lick ... is Microsoft Oracle is second only to Microsoft in terms of operating margin strength. And while much of Oracle's advertising is focused on its database battle with IBM, Ellison conceded that Microsoft remains his main focus. "The only software company we care about a lick ... is Microsoft," said Ellison, who also fielded questions regarding analysts' and investors' major concerns: executive departures and competition in Oracle's key database market."
In keynote speeches, informal gatherings and private interviews, "the Oracle chief slips easily into long rants on what he sees as Gates' quest to dominate everything Microsoft touches. One favorite Ellison refrain is that Gates wants a world of "Microsoft English." Ellison in recent years has built a public image around pointed attacks on his competitor Microsoft, often singling out its Chairman, rich-man Gates, as a villainous copier of technology with a misguided vision of the computer industry."
Other nice juicy Larry_Speak
To see a world in a grain of sand, and then to step back and see the beach where the sand lies
OK, you we're believable and reasonable up until the point where you started talking about how much Gates is a better representative of his company.
If you read any of his anti-trust testminony it's clear he's simply lying and everyone knows it, it just that most of it happens to be in that legal gray area that the Reagan Iran/Contra team exploited so well, "I don't recall."
OTOH, the Bill & Melinda Gates foundation _is_ doing some very nice stuff, and I don't think that Ellison can compare at all.
I personally think that Oracle is much more vulnerable to an Open Source attack than is Microsoft. A lot of pro-Oracle managers justify their support based on benchmarks. As Open Source database offerings surpass Oracle in those key areas, we'll see the case for Oracle dramatically weakened. We have already seen that open source companies like JBOSS are beating Oracle in key markets.
Based on the review, I would say this book illustrates my theory that many people we think of as "great" are actually aberrant personalities, driven by abnormal extremes of ambition, greed, insecurity, resentment, etc. Whether we shower them with riches or hunt them down and kill them depends mostly on whether their behavior happens to produce side effects that we like.
A Larry Ellison and a Saddam Husseins aren't fundamentally very far apart.