I just finished an article that gave an interesting and sober look at Sony as a company, both past and present, through the eyes of Sir Howard Stringer.
Link
Some choice quotes:
Your thoughts?

Link
Some choice quotes:
There’s more to Sony’s problems than acts of God and currency traders. The maker of the Walkman and the Trinitron hasn’t driven pop culture for years. Sony thrived in an era of stand-alone electronics. When the Internet arose and digital began to mean connected, iPods became the center of people’s entertainment lives, then smartphones and tablets—which Sony was late to produce. Even the quintessential Sony product—the TV set—has become a millstone. Sony has lost nearly $8.5 billion on TVs over eight years and expects to keep losing at least into 2013. Samsung, Vizio, and other upstarts have driven prices so low that one Sony executive says the company charges less for some TVs than it cost to ship them a few years ago.
Sony has been trying to adapt to the Internet Age for at least a decade, yet remains a gargantuan and unwieldy manufacturer, with 168,200 employees, 41 factories, and more than 2,000 products from headphones to medical printers to Hollywood-grade 3D movie production equipment. Jeff Loff, a senior analyst with Macquarie Capital Securities in Tokyo, points out that Sony sells nine different 46-inch TV models in the U.S. and its mobile-phone joint venture with Ericsson offers more than 40 handsets. “Can you imagine how dilutive that is to your R&D?” he says. A Sony spokesman says the number of phones is being reduced, and notes that Samsung has 15 different 46-inch TVs.
Stringer drew up a plan to streamline Sony by creating marketing, software, and other platforms common to all the businesses. Progress was slow. He finally determined it was because he wasn’t really in charge of electronics; Chubachi, the president, was. “President” can be a powerful title in Japan, connoting the day-to-day authority typically commanded by a chief operating officer in the West. “I didn’t know I wasn’t [in control],” Stringer says, a hint of sheepishness in his voice. “I just thought it was a natural part of Japanese companies to be consensus-driven and I had to spend a lot of time trying to achieve consensus.” He lost a year.
As summer went on, the 34-year-old analyst became more inclined to agree with the sales staff. His reports got crankier. In an Aug. 30 report titled “Pushing Reset,” he downgraded his rating to “neutral” and noted something remarkable. For the past nine years, the business that has accumulated more profit than the rest of Sony combined is financial services, mostly life insurance, with some auto insurance and banking. “Sony,” Loff says, “is a life insurance company with a money-losing TV business.”
Your thoughts?