You would think that a successful company like Apple would want to learn what ticks off its customers, and then fix the problems. You would think that it would learn that its negative-thinking artificial intelligence assistant, known as "Siri," is ticking off users. Few people want to hear the opinion of a computer, especially when it contradicts their own opinion in a negative way.

Several years ago, my wife and I invested in a project called "Sanctuary Belize" and, like many of the investors, we were incredibly excited about the prospect of retiring in paradise. After a time, things just weren't adding up. The company supposedly put controls in place to reverse course, but we exited the project. As it turned out, those controls either were not put in place or failed.

Amazon recently disclosed its 2015 decision to scrap a recruitment tool used to hire talent, after finding that it had a bias against women. While this story has been covered sufficiently, there is a much greater story still to tell: A substantial amount of the AI technology that currently is used for recruitment and human resources purposes has been acting independently for some time.

How do they really know? That's the question that immediately comes to mind in reviewing the top-level data from Voxpro's recent survey of customers and their relationship with chatbots. The data show that 68 percent of consumers haven't used chatbots to contact a brand. About 1,000 people answered the survey. How reliable is that number, though? I'm not disrespecting Voxpro -- just the opposite.

The shift of live content from traditional broadcast television to online sources has significantly changed the video industry -- and especially, the news media industry. News typically derives its value and attracts viewers with live updates and real-time engagement. The rise of live online alternatives extends those capabilities to nontraditional voices in the digital realm.

Cybersecurity has been becoming a larger and larger concern for organizations. Nowadays, most organizations -- regardless of size, industry, location, or profit vs. nonprofit status -- find themselves directly or indirectly impacted by cybersecurity. Even though the topic itself is increasing in importance, many smaller organizations don't have specialized security expertise on staff.

Startups have been creating employee hell in Silicon Valley. That was on my mind as I read the book Lab Rats: How Silicon Valley Made Work Miserable for the Rest of Us. I think this book should be required reading for anybody who thinks working for a startup in Silicon Valley would be fun. Unless you are into humiliation and abuse you probably should avoid these startups like the plague.

IBM's deal to acquire Red Hat caught everyone by surprise when it was announced less than two weeks ago. While concerns spread quickly about what it would mean for the largest enterprise Linux platform, IBM and Red Hat executives assured employees and customers that Red Hat would continue to operate independently -- at least for now. Intel made a similar acquisition of Wind River in 2009.

A recent episode of a Linux news podcast I keep up with featured an interview with a journalist who had written a piece for a non-Linux audience about giving it a try. It was surprisingly widely read. The writer's experience with some of the more popular desktop distributions had been overwhelmingly positive, and he said as much in his piece and during the subsequent podcast interview.

The conventional sales funnel exceeded its usefulness a long time ago, roughly when the Internet gave us the ability to gather information about vendors, products and services. Without the necessity of contacting a salesperson, individuals and businesses could eliminate the middleman in the information exchange. The result was sales cycle compression and more emphasis on getting a good deal.

There has been so much water under the wireless bridge. Sprint has tried to keep up with the big players, but even though it has a good quality mobile product and plenty of spectrum, it seems it just can't catch a break, win market share, and become more relevant. Based on its latest earnings report, Sprint is in better shape today than it has been in recent years, but it is still struggling.

Digital transformation means a lot of things to different people, but if you do it right it should be virtually unique to your circumstance. The other day I caught up with Rip Gerber, CMO at Vlocity, the Salesforce partner that specializes in vertical industries like telecommunications and insurance. Of digital disruption, Gerber told me, "Nobody changes anything without a strong business case."

Tomorrow a minority of those who are eligible will take time off, drive through traffic, and wait in lines to take part in one of the most artificially annoying obligations of United States citizenship: voting. Many who make that inconvenient trek will treat the process like a multiple choice test they haven't studied for, either voting the party line or guessing at the right answers.

For all of the dazzle of its rapidly evolving software portfolio, which includes a self-monitoring and self-patching database that also configures itself, as well as numerous cloud applications, Oracle has begun showing its credibility as a hardware vendor. Hardware has commoditized and will not return to the prominence it had in the early days of the tech era.

Many people would like to know the ingredients of the secret sauce that will get their Twitter and LinkedIn follower lists to grow. I just started using these services a few years ago, and I have tried some things that proved successful. I have learned from other successful users as well. Here are a few ideas that have worked for me. First, here's an update on my current status.

"Too many digital leaders have lost their minds," Kara Swisher recently wrote, citing some frightening examples of poor leadership. She pointed to the solution adopted by Salesforce CEO Marc Benioff, who hired a chief ethical officer -- but I think that would just repeat the mistake we made with chief risk officers around a decade ago. The risk managers had responsibility but no real authority.

Markets grow at the margins. This bit of sage advice was given to me at the start of my analyst career, and it has kept me in good nick for nearly two decades. Of course the focus has drifted over time but that's the point: The CRM market has evolved, and the job of an analyst is to make sense of the evolution. Oracle OpenWorld 2018 held in San Francisco this week is a laboratory for the margin.

When we write the history of the IT era, the big factor that has played an important but not well recognized role will be hardware -- specifically, the Oracle Exadata appliance that puts databases into memory. All of the cloud software starting with the autonomous database on view this week at OpenWorld would be vastly different if the database was still running primarily on disk drives.

Things have been changing at an almost unprecedented rate with regard to power structures. The last time I saw this happen was in the 1970s, when the EEOC took off. Suddenly a lot of the off-color, sexist and racist jokes that many executives regularly told could get them fired. A surprisingly large number of people got reassigned, fired, demoted, or otherwise punished.

For the last 20 years, CRM has occupied a preeminent niche in enterprise software. It has been the hip, up-and-coming solution in the front office, brimming with innovation and new approaches to some difficult problems. CRM applied basic database technology to a business' chaotic collection of customer data, streamlining business practices and boosting productivity in sales and service.

As of this writing, I haven't been prebriefed on what Oracle will be announcing at OpenWorld regarding CRM -- or as it refers to it, "CX" -- so this is a good time to express my own opinions. Oracle's direction in the last few years increasingly has been toward cloud computing and the autonomous database, and each has several flavors or divisions. The company has three levels of cloud.

"Customer experience" is the great watchword of 2018 -- and it was a great watchword in 2017 and 2016, too. Eighty-five percent of executives said that CX was important to their companies' strategic priorities, in an Accenture survey. Sixty-two percent of companies viewed CX delivered by contact centers as a competitive differentiator, Deloitte found.

For much of this year, technology companies have been showcased in a very poor light. Several firms have been moving aggressively to buck this trend, however. HP's latest effort, in conjunction with the Clooney Foundation for Justice, is an impressive initiative to supply and fund schools in places like war-torn Syria. HP also has provided substantial support to the Girl Rising movement.

Why is Apple taking such a slow approach moving toward 5G with its iPhone models and tablets? Just look around at all the buzz on the rapid rollout of 5G products and services. It seems every wireless carrier, every other handset and tablet maker, and every wireless gear maker is in a mad dash to be first in the 5G race. Everyone is in it except Apple.

There were two interesting product launches last week. HP delivered what is pretty much a clean slate rethinking of the 2-in-1 PC with the HP Folio, and Microsoft unveiled a refresh of its Surface Line. Both firms made a big deal of the fact that their products were much better than their Apple counterparts -- but Apple has been treating PCs like a drunk uncle for some time now.

As markets mature, they trend toward oligopoly or even outright monopoly. There isn't much difference, because an oligopoly has several members instead of just one. Examples include electric power generation, an oligopoly made up of vertically integrated monopolies in most areas, and the airline industry -- an oligopoly made up of many airlines that may have monopolies in regional hubs.

People at Oracle must sometimes feel like they're living in Mark Twain's reality. After hearing that his obituary had been published in the New York Journal, Twain published a quip for the ages when he wrote, "The reports of my death are greatly exaggerated." So too with Oracle. Ever since its earnings miss for its first fiscal quarter, a chorus of financial analysts have predicted doom.

For those of you who have been suffering due to the iPhone's batterygate problem over the last year, I have great news. Apple finally fixed this nagging annoyance. Batterygate was a self-inflicted wound for Apple, caused by a flaw in last year's iOS release, used by tens of millions of people. The flaw did not affect everyone, but it was a major problem for many of those who were impacted.

Salesforce has been very good at skating to where the puck will be, to paraphrase the great Wayne Gretzky. As a result, the company has a long line of firsts, beginning with its initial disruption and continuing through its early adoption of social media and analytics. So it's no surprise that it is pursuing some very different issues now than it did almost 20 years ago -- or even five.

I watched last week's Senate Judiciary Committee hearings, and I was struck by the fact that they seemed to be more about the Democrats fighting with Republicans to see which party could corrupt the Supreme Court more effectively than they were about senators doing their jobs. What bothers me most about that is if you corrupt the highest court in the land you effectively destroy the country.