Research in Motion Exec Compares PlayBook to a Fisher Price Toy

Research in Motion

is getting a painful dose of reality today as the

reveals an open letter it obtained from a senior exec at the company. The letter, which was sent to Jim Balsillie and Mike Lazaridis (the two primary leaders at the firm), reveals many of RIM's shortcomings – including a lack of accountability. “RIM has a lot of people who underperform but still stay in their roles,” a senior Research in Motion exec wrote. “No one is accountable. Where is the guy responsible for the 9530 software? Still with us, still running some important software initiative. We will never achieve excellence with this culture.” The author goes on to say that just because someone was a loyal employee for several years (seven, to be exact – he/she gets very specific), “doesn't mean they are the best Manager / Director / VP for that role.” The author says that now is the time to change the culture to “deliver or move on and get out.” “We have far too many people in critical roles that fit this description,” the exec wrote. “I can hear the cheers of my fellow employees now.” The exec also addresses the dilemma faced when analysts or journalists attack the firm. “The public's questions about dual-CEOs are warranted,” the executive insisted. “The partnership is not broken, but on the ground level, it is not efficient. Maybe we need our Eric Schmidt reign period. “Yes, four years ago we beat Microsoft when everyone said Windows Mobile with Direct Push in Exchange would kill us. It didn't… in fact we grew stronger.” Still, this unnamed executive warns that “overconfidence clouds good decision-making.” “We missed not boldly reacting to the threat of iPhone when we saw it in January over four years ago,” the exec continued. “We laughed and said they are trying to put a computer on a phone, that it won't work. We should have made the QNX-like transition then. We are now 3-4 years too late.” That, the author says, is the “painful truth,” adding, “it was a major strategic oversight and we know who is responsible.” In addition to these complaints and regrets, the author recommends that Research in Motion cut its projects to the bone, saying that there is a serious need to “consolidate our focus to just a handful of projects.” “We need to be disciplined here,” the author insisted. “We can't afford any more initiatives based on carrier requests to squeeze out slightly more volume.” One of the executive's most damaging complaints is directed at the PlayBook, Research in Motion's prized (and soon-to-be-demised) iPad clone. “Even PlayBook, with all its glorious power, looks like a Fisher Price toy with its Adobe AIR/Flash apps,” says the exec, urging Research in Motion to become more developer friendly. “The return will be worth every cent.” The author concluded the open letter by begging Research in Motion to engage and interact with its employees. “Reach out to all employees asking them on how we can make RIM better. Encourage input from ground-level teams—without repercussions—to seek out honest feedback and really absorb it.”