网易科技讯 4月15日消息，据博客网站Engadget上的一篇文章透露，摩托罗拉前高级副总裁兼首席营销官Geoffrey Frost的私人顾问Numair Faraz曾在今年年初致信摩托罗拉高层，谴责摩托罗拉前首席执行官詹德应该为Razr手机之父即Geoffrey Frost的意外身亡负责。以下是报道的全文：
Faraz强烈要求我们将此信公开，让摩托罗拉公司及董事会以及所有关心摩托罗拉的失策和错误管理的投资者了解事件的真相。我们相信信中披露的内幕都是真实的，在研究那些内容的时候，我们发现了过去五年来，发生在摩托罗拉内部的其他一些令人不安的事实，例如詹德及其核心领导班子如何为了个人利益而奋斗、甚至现任首席执行官布朗本人对技术一窍不通，竟然拒绝在通讯时使用电脑，他所有的电子邮件通讯都是经秘书打印出来后阅览，然后由秘书在他口述回复时进行输入的。我们认为，这无疑说明摩托罗拉出现了严重的问题。但是摩托罗拉今日宣布分拆的消息已经充分说明公司再也不知道如何处理其核心消费者业务了，它正在浪费时间和金钱做垂死的挣扎。
摩托罗拉公司没有对此信发表评论。信件的内容如下：
致布朗以及摩托罗拉高管团队其他成员：
你们也许记得，也许不记得，我曾经作为Geoffrey Frost的个人顾问与他共事，他当时在摩托罗拉公司担任执行副总裁兼首席营销官职务。 福布斯曾经在2003年引用我的话说“摩托罗拉最大的问题就是被三星踢了屁股”，后来我与Geoffrey共事了三年，协助他调整公司的移动产品，并最终看到了RAZR手机的面世。正如我在摩托罗拉公司75周年纪念会上对公司高级设计师们所说的那样，只要我们设计出比其他产品更酷而且更贵的手机，那么人人都会想购买它。
继RAZR的成功之后，由于Geoffrey与ROKR项目的方方面面关系密切，忙于开发、会议、出差和其他事务，通过他的关系，我建议摩托罗拉公司增强软件设计方面的实力，并将重点集中在开发社交连网设备上（那是远在MySpace和Facebook成为重量级社交网站之前）。 您的前任詹德对这些建议毫无兴趣，反而坚持应增强他与苹果首席执行官乔布斯的关系上，希望通过ROKR来抬高摩托罗拉的股价。
看起来，詹德对高尔夫得分的兴趣远在管理一家美国最大的技术公司之上，他把所有的艰苦工作都丢给了Geoffrey，我一直认为这就是摩托罗拉公司的肮脏内幕，公司所有的营利战略都是由CMO一人执行，而不是公司其他的高管，直到今天，那些高管也和以前一样无能。
许多了解Geoffrey的人都认为他是被詹德活活累死的，詹德将公司生死存亡的压力全部压在Geoffrey一个人的身上。（当时业界对此也有议论。） 我在2005年惊闻噩耗，得知他意外故去。我当时就知道，摩托罗拉公司将开始走下坡路了。他的妻子Lynne在一份私人信件里痛斥摩托罗拉应该为Geoffrey的辞世负责。不久之后，她便自杀了。
同时，詹德仍在收获Geoffrey的工作成果，因为公司在好多年里依靠RAZR这款产品获得了大量的利润。然而，这些收益并未被用于创新消费者产品的进一步开发，而是被詹德拿去收购了象Symbol那样的初创公司（39亿美元），并用于回购了数十亿美元的股票。
正如我在2007年在一次通话中对詹德所说的那样，我认为他正在令摩托罗拉走向巨大的失败。他却厚颜无耻地说：“Geoffrey应该在RAZR之后拿出更好的产品出来。”他让我等着看2008年的好戏。我想他是对的，他在离开公司时拿到了价值3千万美元的“金降落伞”，另外他还积累了大量摩托罗拉的股票。
你们对新任首席执行官的任命让我再次燃起了希望，因此我主动与你们取得了联系。我知道你是企业并购交易背后的主要推动力之一，你对消费者产品一无所知。当然，你可以利用其他人才来挽回摩托罗拉日薄西山的手机业务。
但是与其他那些无能之辈明显不同的是，你不仅仅是无能，你简直是在主动置公司于死地。 虽然你不了解摩托罗拉的消费者产品业务，但是你也不能因此将它卖掉；而且，你这么做不过是为了讨好卡尔伊坎，让他不再对你施压，这说明你是多么在意坐稳这个你根本不配的职位。
你显然不打算大干一场，让摩托罗拉重塑市场领袖的形象。摩托罗拉本来应当而且能够成为市场领袖的。你最近宣布，控制手机分公司对于公司来说没什么好处，不过你倒是可以将它卖掉之后说“我们已经尽力了”，实际上，你根本就没有尽力。
要想重振手机分公司，你就必须找到另一个Frost，一个头脑精明、充满活力，并且将摩托罗拉的成功看得比自己在公司中的地位更重的人。你必须给设计师们施加压力，就象他们在设计RAZR手机时那样，必须让他们设计出一款在外观、手感和使用上都成为财富和权力的象征的手机。 要意识到美国在软件设计方面的优势，将那些被不负责任地外包到中国和俄罗斯的工作都收回来。要全盘接受内置Linux和谷歌Android，让手机的操作系统走出老旧的石器时代。
必须承认的是，虽然富人们并不一定知道他们想要什么，但是低端一些的市场却知道自己的需求。公司应该赞助“使用大众力量”进行手机设计的网络平台，并好好利用这个优势发展手机业务。摈弃愚蠢的、无用的营销策略，比如索价过高却完全无效的名人宣传，与Daft Punk（唯一一个深受全球各种消费者喜爱的乐队）合作进行一次全球统一的宣传活动。 要了解手机的下一个超级功能并不是拍照或者播放音乐，而是社交功能。开发和积累这个领域的专业知识，将它贯彻到整个价值链中。
摩托罗拉的手机分公司在5年前起死回生的时候，我正在公司。接受我的建议，我们将再次挽救手机分公司。
也许，这听起来好像我把摩托罗拉的衰落归罪到某些个人身上，我确实是这样看的。这就是我在摩托罗拉公司的经历，这就是我与象Geoffrey那样的人以及所有对公司还保持忠诚的员工共事的经历，他们的努力让我明白到美国的公司可以并且应该是什么样的。 但是由于象詹德以及你自己这样的人的存在，摩托罗拉公司却成了我国最差劲的企业文化的代表。
我是移民来的美国人，我曾经到过了世界各地，我真的很欣赏美国创新文化的独特性和重要性。 其他国家囤积黄金和物品来积累财富，我们却将创造未来的能力当作至宝。摩托罗拉的失败是美国创新机构的失败，如果你真的让这种情况发生的话，那全是你一手造成的。 希望公司董事会在为你准备金降落伞时，你能牢记我说的话。
此致!
Numair Faraz
（三张）
原信:
Dear Greg Brown, and the rest of the executive team at Motorola
As you may or may not recall, I worked with Geoffrey Frost as a personal adviser during his days as Executive Vice President and Chief Marketing Officer of the company. I was the one quoted in Forbes in 2003 as saying "Motorola's biggest problem is that Samsung kicks ass," and eventually came to spend nearly three years working with Geoffrey during his efforts to revamp the company's mobile lineup, which eventually saw the launch of the RAZR. As I told the company's senior designers at Motorola's 75th anniversary meeting: create something cooler (and more expensive) than anything else out there, and everyone will want it.
After the success of the RAZR, while Geoffrey was tied up every which way in ROKR development, meetings, criscrossing travel, and so on, through his associates I implored the company to beef up their software expertise, and focus on creating socially networked devices (this was in the years before MySpace and Facebook became the juggernauts they are today). Your predecessor, Ed Zander, had little interest in this, and instead insisted on parlaying his relationship with Steve Jobs into the ill-fated ROKR effort in order to prop up Motorola's stock price.
Zander, who seemed to care more about his golf score than running one of America's greatest technology companies, left all of the hard work to Geoffrey; I've always considered it Motorola's dirty little secret that the strategy for their entire profit machine was run by the company's CMO -- not the rest of the company's executives, who are as inept now as they have ever been.
Many close to Geoffrey believed Ed Zander worked him to death, putting the pressure of the fate of the company in his hands. [That was certainly the buzz around the industry at the time. -Ed.] I took his untimely death in 2005 very hard, and knew that the company would head downhill in the aftermath. On a personal note, Lynne, his wife blamed the company for his passing. She committed suicide soon after.
Meanwhile, Ed Zander continued to reap the dividends of Geoffrey's work as the company made billions in profit from overselling the RAZR for years. Instead of channeling that money into the obvious -- further development of groundbreaking consumer devices -- Zander purchased enterprise companies such as Symbol ($3.9b), and engineered billions of dollars in stock buybacks.
As I told Zander in a phone call in 2007, I felt that he was setting the company up for massive failure. He had the audacity to say, "Well, maybe Geoffrey should have come up with a better successor to the RAZR," and told me to "Wait for big things in 2008." I guess he was right -- the golden parachute he got for his exit from the company was worth about 30 million dollars -- and that doesn't include his accumulated Motorola stock.
Your appointment to the position of chief executive gave me cause for hope, and I reached out to you; I knew you were one of the main drivers behind the enterprise acquisitions, and that you had zero expertise in consumer devices. Surely you could use some help in turning Motorola's flagging cellphone business around?
But apparently different from the rest of the incompetent senior executives at Motorola -- except instead of merely being inept, you're actually actively killing the company. Your lack of understanding of the consumer side of Motorola doesn't give you a valid reason for selling the handset business; moreover, publicly disclosing your explorations of such a move, in an attempt to keep Carl Icahn off your back, shows how much you value the safety of your incompetence.
You clearly have no interest in fighting the good fight and attempting to mold Motorola into the market leader it can and should be. Taking control of the handset division, as you have recently announced, will accomplish very little except but to give you an ability to say, "We tried our best" -- which you haven't -- when you finally do cart the business off to the highest bidder.
In order to turn the handset division around, you need to bring in another Frost; someone worldly and dynamic who is more interested in Motorola's success than their own corporate career. You need to task the company's designers with the same mantra that created the RAZR -- make me a phone that looks, feels, and works like a symbol of wealth and privilege. Recognize the superiority of American software, and bring back those jobs so irresponsibly outsourced to China and Russia. Fully embrace embedded Linux and Google's Android initiative, and take the phone operating system out of the stone age.
Recognize that, while rich people don't really know what they want, the lower end of the market does -- and fund the development of an online "crowdsourced" device design platform to take advantage of this fact. Get rid of all of your silly, useless marketing, including those overpriced and completely ineffective celebrity endorsements, and do one unified global campaign with Daft Punk (the only group whose global appeal extends from American hip hoppers to trendy Shanghai club kids to middle-aged Londoners). Understand that the next big feature in handsets isn't a camera or a music player -- it is social connectedness; build expertise in this area, and sell it down the entire value chain.
I was there when Motorola's handset division was brought back from the brink of death 5 years ago. Follow my advice, and we can do it again.
Maybe it sounds like I take the downfall of Motorola personally; I do. It was my experience at Motorola, with people like Geoffrey and all of the loyal employees who still remain, that taught me what corporate America can and should be. But with people such as Zander and yourself, Motorola symbolizes the worst of our country's corporate culture.
As an immigrant American, and someone who has traveled all over the world, I really do appreciate the uniqueness and importance of the American culture of creativity and ingenuity. Whereas other countries back their money on gold and commodities, we back ours on our ability to invent the future. The failure of Motorola as an American institution of creativity and innovation, should you let it happen, will now be entirely of your doing. Hopefully you'll keep that in mind while the board has the accountants prepare your golden parachute.
Regards,
Numair Faraz
Dated Feb 5, 2008.
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作者：三张
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