The culprit in nearly every case has been Sony’s tradition-bound mentality, one that remained too focused on building excellent analog machines in an increasingly digital world. And though Stringer has been pushing for transformation since his first days in the top job, by his own admission he has been hamstrung by the management culture in Sony’s home market and the repercussions of bad decisions made years ago that still haunt the company.
1. Sell Ericsson.
2. Build a unified smartphone platform that supports PSP games.
3. Guarantee that every single Sony product works in the same ecosystem, preferably through open standards.