Bjorn said:
I doubt that it's as easy as just "hey, why don't you engineers make a high end card instead of a low end/main stream one. make sure that it's ready by .... ".
Perhaps not, but it certainly stems that management is the one that controls the situations. I'm drawing this as a likeness to the software engineering industry. The following is a genuine and true story from my own experience.
CTO: "How's the subsystem X we just picked up from the acquisition?"
Me: "One giant collection of failed science projects. Complete total rubbish. Best to throw it all out the window. Start from the ground up with a design. Not a redesign as they never designed it from the first place. It was run amok for 2 years with no direction, vision or plan."
CTO: "It can't be that bad. Just bandage it up for now. Don't put any effort towards a new design. We'll fix it later."
Me: "We should bite the bullet now before its too late. It's like building a bookcase out of mashed potatoes. Are you sure you only want bandaids?"
CTO: "Yes."
Me: "That's a mistake."
CTO: "Just do it."
Me goes off muttering something about mawfs [management worthless-fs] being incompetent...
[Every single day for course of 6 months...]
Me: "Now that we may have some breathing time, can we design this subsystem?"
Management: "No, just add the bells & whistles they want."
Me: "We need to design this subsystem. It's less than worthless. It'll cost us more to 'fix it up' then to start from scratch with a good design."
Management: "You heard the CTO, just bandage current system up for now."
Me: "That's very short-sited. That's not going to help us out for the long run. It's causing us more harm then good."
Management: "It can't be that bad if the CTO said to just bandage it up."
Me: "You have no idea..."
[6 months later in a 5 hour demotivating and demoralizing meeting with engineering...]
CTO: "Has anyone tried to use the subsystem X? It's absolutely horrible. We need to fix this immediately. We needed this fixed yesterday. We have to design it. It's the one thing preventing us from having wide-spread sales. Why hasn't anyone done anything about this?"
Me: "With all due respect, You and the rest of management told us not to concern ourselves with it. You said you'd give us the go-ahead to fix it later."
[1 week later...]
CTO: "We're in a financial crisis. Our revenue streams are significantly less than we projected. We haven't closed out last round of venture capitol. We're asking for everyone to go on a two week unpaid leave of absence while we sort things out with the VCs."
[2 weeks later...]
Company lays off 100+ people, down sizes to about 30 people total, 25 of which are all upper management execs or VPs, they have 2 administrative assistants and 3 software engineers.
Granted, there was a whole series of bad decisions that lead to the company's fuxup, such as not doing its due diligence efore the acquisition, or the proper market research, but not fixing something before its too late was a major one. I find that very similar to the hardware industry. If you dont have a proper solution for soemthing beyond the near-term, then you are doomed to die.
I imagine the engineers at those companies [PVR-S5/Matrox] do indeed want to build an ass-kicker, but upper management will have nothing to do with it. When that happens, there's no way to pull of a high-end card.
--|BRiT|