[buildbot]

That’s a little uncharitable I think, you could know all those issues and be hoping that marketing and management will hold off on a launch until things are set. And the pricing made a huge difference - at 250, it would have been a different story I think!

[foobiekr]

No one holds off a launch of a hardware device. Logistics production etc are all lined up and underway long before two weeks out. Two weeks out you’ve already shipped boxes to retailers a month prior.

[mlinsey]

It was a hardware device launch, not a web product; pushing back the launch date by months or dropping the price in half with only two weeks to go (when the launch devices have been manufactured, sold to retail partners, and are probably being shipped to stores already) would only be done in the event of a true catastrophe (something along the lines of a gross safety problem), one big enough that leadership should have flagged it beforehand.

[ndiddy]

I remember reading an article about the development of the Touchpad. Apotheker wanted the Palm division to be cash neutral. This meant that when they were speccing out the Touchpad, they weren't able to get any of the parts they wanted because Apple kept buying out supplier capacity for the iPad 2 and HP wasn't willing to cough up the money for the suppliers to expand their capacity. I think the engineer described the final Touchpad as being made of "leftover iPad parts". Once it was clear that HP wouldn't be able to compete with Apple on device build quality, the Palm division wanted to subsidize the device and price it at $200 to buy market share, but again HP management refused so they had to price it at HP's usual margin. It's no surprise it didn't sell at $499.

[guenthert]

The build quality wasn't the issue (as far as I can tell). I bought a unit on the secondary market more than a year after the "Fire Sale", it was flawless. It's hardware spec, particularly those obvious to end-users, like weight and thickness matched however the original iPad, not the iPad 2 (promoted for being "thinner") already released by the time of the launch of the TouchPad. That combined with the lack in available software, it's quite clear that whoever set the $499 price didn't want the product (or rather the team behind it) to succeed.

Shame really, as WebOs had potential, the TouchPad's sound was pretty good and it's port of Angry Birds (one of the few pre-installed apps) was awesome.

[ndiddy]

Yeah all the fit and finish stuff was what I meant by build quality. Besides the stuff you mentioned, the back of the Touchpad was made of plastic and I was able to flex it by pushing on it, so it definitely didn't feel as premium as the iPad 2. Agreed that WebOS was fantastic from a software standpoint, the UI was years ahead of where iOS/Android were back then. Sadly, developer support dried up after a few years so my Touchpad spent the rest of its life flashed to Android Ice Cream Sandwich.

[Wurdan]

A CTO shouldn’t be “hoping”, a CTO should have been influencing those decisions (including pricing) all along. If he only realized the price was wrong when the product hit the shelves (while he was in bed recovering), then he has no place in lecturing others on their lack of strategic perspective.

[ToucanLoucan]

I don't think there's a world where you can hold the CTO responsible here. I get his colleagues anger and understand it. That said, this is IMO as clear cut as you can get for a case of absolutely ludicrously poor decisionmaking on the part of Apotheker. Bad strategy from bad principles, brought in from an unrelated and way smaller company. I genuinely can't fathom doing such a radical pivot with a business that size that had built a damn near cult following off the back of it's hardware to utterly sell that hardware business off on the notion of being a software company, with NOTHING in the business to back that. What in the world did HP even have for software at this time?

I'm not even saying WebOS was a slam dunk the way the author says. Maybe. We'll never know. But it's clear Apotheker didn't think the acquisition was worth it, and decided to kill WebOS/Palm off from the day he arrived. It's the only way the subsequent mishandling makes any sense at all, and same for the acquisition he oversaw too, which was also written off.

The part that makes my blood boil is this utterly deranged course of action probably made Apotheker more money than I'll ever see in my lifetime. I wish I could fail up like these people do.

[fakedang]

Apotheker is basically everything wrong with the EU non-startup tech scene today. Not him personally per se, but you see a lot of characters like him on a much more regular basis in EU companies than you will find in US companies.

These kinds of folks only seem to fail upwards in the EU, whereas in the US, they would have been laughed out.

[Twirrim]

I think you've got some "grass is greener on the other side" thinking going on there. There's lots of people just like him, failing upwards in US tech.

[fakedang]

Obviously there are. But you still have a higher proportion of engineer types leading multinational companies, whether they are tech or finance businesses, etc. In Europe, except for France (thanks to the Grand Ecole system), I have yet to see a large proportion of companies where non-founder leadership also has a technical or engineering bent.

[impjohn]

Interesting thought. Do you have any anecdotes regarding it? Seems you're basing it off personal experience or something you've heard many times, curious to know what that is

[fakedang]

Mostly from personal experience and interacting with a lot of them, who form their little boy's clubs. It's especially bad in German Europe and Italy where the vast majority of leadership of extremely technical companies are largely business or law graduates.