netrashetty
Netra Shetty
Gateway Incorporated, an Acer Inc. subsidiary, is a computer hardware company headquartered in Irvine, California, USA which develops, manufactures, supports, and markets a wide range of personal computers, computer monitors, servers, and computer accessories. It became a well-known brand in 1991 when it started shipping its computer hardware in cow-spotted boxes and for its creative advertising in Computer Shopper and other magazines. In the early and mid-2000s, the company struggled; after years as a fixture on the Fortune 500 list of largest companies worldwide, the company was not listed in 2006, having dropped to number 508.
On September 4, 2007 Gateway announced that it had signed a definitive agreement to sell its professional business segment to MPC Corporation. This includes the company's Nashville-based configuration center.[1] MPC subsequently ceased its services and filed for bankruptcy protection in early 2009, leaving Gateway business customers stranded without access to support or warranty services. This incident has caused substantial damage to the Gateway brand.[2]
On October 16, 2007, Acer Inc. completed its acquisition of Gateway for approximately US$710 million.[3] Its final share price of US$1.90 was far below the US$4.00 average price in the mid 1990s and drastically below a high of US$84 in late 1999. The US$1.90 per share was just barely over half of the split-adjusted IPO price of US$3.75 in 1993.
CEO
Frederick Pevow
Director
Gordon Wright
Director
Charles Buckner
Director
William Henry
Director
Darby Sere
Director
Steven Cattron
Director
Paul VanderLinden
Director
John Raasch
President
Perin deGeurin
CFO
Christopher Rasmussen
Arthur Andersen
JN
Engineering & Operations
JO
President
David Huff
Treasurer, Controller, Secre...
JM
To understand the potential and the challenges of empowerment, consider how the Internet is organized. Instead of centralizing its complexity, it drives it out. By doing so, the Internet gains enormous agility and capability. The massive workload of electronic transactions taking place each second is divided up and widely distributed.
Each network node is powerful enough to accomplish its role. There is no reliance on the center for command and control. Cut out a piece, trim some linkages and it is still able to function. The overall architecture and underlying standards integrate the whole of the network into something much greater than the sum of its parts.
Empowerment signals that everyone in the organization is accountable for his or her actions. In a truly empowered organization, the buck will drift around, stopping where it must but never pausing too long in one place. At times, things get confusing and can appear to be somewhat out of control, but in the end, like the Internet, the whole of the organization becomes much larger than the sum of its parts.
The development of the Internet would have been impossible without certain software, operating systems, and telecommunications standards. Without standards, the Internet could never have been contrived. Empowerment also relies on certain standards to make things efficient enough. Standards in this case apply to issues such as decision ownership, cultural patterns relating to communications models, decisiveness, inclusion or exclusion, and organizational structure.
On September 4, 2007 Gateway announced that it had signed a definitive agreement to sell its professional business segment to MPC Corporation. This includes the company's Nashville-based configuration center.[1] MPC subsequently ceased its services and filed for bankruptcy protection in early 2009, leaving Gateway business customers stranded without access to support or warranty services. This incident has caused substantial damage to the Gateway brand.[2]
On October 16, 2007, Acer Inc. completed its acquisition of Gateway for approximately US$710 million.[3] Its final share price of US$1.90 was far below the US$4.00 average price in the mid 1990s and drastically below a high of US$84 in late 1999. The US$1.90 per share was just barely over half of the split-adjusted IPO price of US$3.75 in 1993.
CEO
Frederick Pevow
Director
Gordon Wright
Director
Charles Buckner
Director
William Henry
Director
Darby Sere
Director
Steven Cattron
Director
Paul VanderLinden
Director
John Raasch
President
Perin deGeurin
CFO
Christopher Rasmussen
Arthur Andersen
JN
Engineering & Operations
JO
President
David Huff
Treasurer, Controller, Secre...
JM
To understand the potential and the challenges of empowerment, consider how the Internet is organized. Instead of centralizing its complexity, it drives it out. By doing so, the Internet gains enormous agility and capability. The massive workload of electronic transactions taking place each second is divided up and widely distributed.
Each network node is powerful enough to accomplish its role. There is no reliance on the center for command and control. Cut out a piece, trim some linkages and it is still able to function. The overall architecture and underlying standards integrate the whole of the network into something much greater than the sum of its parts.
Empowerment signals that everyone in the organization is accountable for his or her actions. In a truly empowered organization, the buck will drift around, stopping where it must but never pausing too long in one place. At times, things get confusing and can appear to be somewhat out of control, but in the end, like the Internet, the whole of the organization becomes much larger than the sum of its parts.
The development of the Internet would have been impossible without certain software, operating systems, and telecommunications standards. Without standards, the Internet could never have been contrived. Empowerment also relies on certain standards to make things efficient enough. Standards in this case apply to issues such as decision ownership, cultural patterns relating to communications models, decisiveness, inclusion or exclusion, and organizational structure.
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