Last week, the U.S. Department of Defense approved RIM’s BlackBerry 7 devices for agencywide use. And now the device has won similar approvals in the United Kingdom, Australia and New Zealand.

CESG, the National Technical Authority for Information Assurance in the U.K., on Thursday certified BlackBerry 7 as fit for government and law enforcement use. And the Defense Signals Directorate of the Australian Government did the same for Australia and New Zealand. The reason: Those industry-leading security features RIM is so fond of talking up. Consumers may not pay them much mind, but in government they clearly matter a great deal.

Which is great for RIM’s business, but not quite central to its long-term success. While government sales will certainly help keep RIM afloat, it’s the enterprise and consumer markets where the company really needs some wins. RIM insists that BlackBerry 10 will deliver them, but it won’t launch until later this year.

It’s the typically newsless time around Christmas and New Year’s, but for once there has actually been a lot going on at Yahoo.

Last week, the Silicon Valley Internet giant’s typically moribund board decided to move ahead with negotiations to sell part of its stake in China’s Alibaba Group, as well as all of its shares in Yahoo Japan.

While that is still not a done deal, it adds clarity to the Yahoo mishegas, as current leaders there seek to turn around the company’s lagging fortunes.

Now, as Yahoo continues to contemplate a pair of partial investment bids by private equity firms Silver Lake and TPG Capital into 2012, more focus will be on the selection of a CEO candidate to take over, sources said.

While I have floated some names that have been contemplated — such as Hulu CEO Jason Kilar, Juniper CEO Kevin Johnson, former aQuantive and Microsoft exec Brian McAndrews, and board member David Kenny — I have collected some more that seem to be getting the once-over and are being mentioned internally as well as externally.

Sources said that the Nominating and Corporate Governance Committee at Yahoo, which is run by independent director Patti Hart, has been looking for someone with definite public company experience, as well as expertise in large-scale management.

As to talent, candidates seem to be either good at running big platforms, or deeply knowledgeable about advertising and media as well as technology.

Another important criteria, said sources: Someone who is “collaborative” and nonconfrontational. As in, not like the former and very pugnacious CEO Carol Bartz, who was fired in September.

Thus, here’s another trio of candidates to consider, while we wait — and who knows how long that will be given that the Asian activity could have tired out for a bit this usually slow-moving board:

Chris Liddell: The former CFO of Microsoft is an interesting name that just popped up recently, and it makes some sense when you think about the possible mindset of the Yahoo board.

Liddell, who has a charming New Zealand accent, did a short stint, from January of 2010 to March of this year, as CFO at General Motors. Recently married to another former Microsoft exec, he has since been living in New York.

He apparently loves living in the Big Apple.

But when he left GM, Liddell made it clear he wanted to go for a top job next. He was among the candidates for a recent search for a CEO of Time Warner’s Time Inc. (an effort that was run by exec search firm Heidrick & Struggles, which is also conducting the Yahoo hunt).

Known as tough and decisive, he certainly is qualified to deal with complex financial situations, such as the one in which Yahoo now finds itself knee-deep. One knock: Little product or advertising experience.

Laura Desmond: While certainly a dark horse, Desmond has been queried by Heidrick, said several sources.

She is CEO of Starcom MediaVest Group, a subsidiary of Publicis, one of the largest media planning and buying agencies, making Desmond one of advertising’s most prominent players.

Well-known in Yahoo’s key market, she is considered a savvy and smart exec with a wry sense of humor.

I happen to particularly like one line from one of her bios:

“Ms. Desmond’s career has been driven by two caveats: Take intelligent risks and learn more from failure than from success.”

She could learn a lot at Yahoo. (I know, easy jab, but it works!)

David Rosenblatt: The former DoubleClick CEO, who went on to a big ad job at Google after it paid $3.2 billion for the company, is also a long shot, mostly by his own choosing.

The sharp exec is always on the short list of CEO candidates for a lot of big, splashy online jobs, but he seems to want to swim his own way.

Case in point: He was recently named CEO of New York-based 1stdibs, a relatively obscure online marketplace known among antique dealers and interior designers looking for one-of-a-kind furniture, art and lighting.

Yes, that’s right: Fancy lamps.

Rosenblatt also serves on the boards at Group Commerce, Twitter and IAC.

All that Internet ad and e-commerce experience is exactly why Rosenblatt would be one of the better choices for CEO of Yahoo. But, for him, I would guess taking such a job is probably in the life’s-too-short category.

More to come, obvi!

Here’s the fifth in a series of videos blogs, or vlogs, being done by director Peter Jackson on his making of “The Hobbit” movie.

I really like how he’s doing this online, especially given the interest from the huge fan base for the fantasy novel by J. R. R. Tolkien.

The prequel to “The Lord of the Rings” film trilogy, which Jackson also directed, “The Hobbit” is being filmed in New Zealand — standing in for Middle-earth — and will be released in two parts, in December 2012 and December 2013.

Enjoy:

I’ve seen two performances of The Lord of the Rings in Concert, which is great fun and has been at New York’s Radio City Music Hall in previous autumns. But not this year.

But next year — and the year after that — I can renew my Hobbit habit. Yesterday the trailer for the first of two films based on “The Hobbit” hit the Internet. This one will be called “The Hobbit: An Unexpected Journey” and will be in 3-D. It will cover roughly the first half of the J.R.R. Tolkien novel that predates the “Lord” trilogy, and includes the finding of the ring that’s central to the later story. Also there’s one surprise: The trailer sure makes it look like Gandalf and Galadriel are, or once were, an item. I sure don’t remember that from the books.

We here at AllThingsD have been paying close attention to the progress of these films, hanging on every video-blog posting by famed director Peter Jackson. (And if you haven’t seen them, they’re very fun to watch: Part 1; Part 2; Part 3.) I don’t think I’m the only member of the team that has a Hobbit habit. But I’m probably the only one who will admit it.

Anyhow, here’s the trailer. Enjoy:

Famed director Peter Jackson, who helmed the “Lord of the Rings” movie trilogy, has promised to continue his production video blog from the movie set of “The Hobbit,” which is filming in New Zealand.

The man keeps his promise with a new installment that has lots more action.

I read the classic book when I was but a wee lass, so I will be very interested to see how it comes to life.

Here’s the latest vlog:

On Tuesday, the company said that it is bringing the device to Hong Kong and South Korea, as well as Albania, Armenia, Bulgaria, El Salvador, Greece, Guatemala, Malta, Montenegro, New Zealand, Panama, Poland, Portugal and Romania. Preorders for the iPhone 4S will begin on Nov. 4 in all of those countries, except for Albania, El Salvador, Guatemala, Malta, Montenegro and Panama.

Back in April, director Peter Jackson, master of the “Lord of the Rings” movie trilogy, decided to do a production video blog from the set of “The Hobbit,” which is filming in New Zealand now.

This is his second one, chronicling the making of the film about life in Middle-earth.

That’s why this new one from AVG is especially close to our heart. As part of the company’s Digital Diaries research on children and technology, the security firm polled a couple of thousand mothers with kids from 2 years old to 5 years old in the U.S., Europe, Japan, Australia and New Zealand.

Among the findings was that more of the young kids could play with a smartphone app (19 percent) than could tie their shoes (9 percent). See, Mom, I’m not alone! Of course, Mobilized is no longer a kid and is still bad at shoe-tying.

Tech skills are outpacing life skills in other areas as well. For example, more of the kids can open a Web browser than swim on their own, and more can play computer games than ride a bike.

My favorite part, though, is the quote from AVG CEO J.R. Smith.

“Technology has changed what it means to be a parent raising children today-–these children are growing up in an environment that would be unrecognizable to their parents,” Smith said. “As our research shows, parents need to start educating kids about navigating the online world safely at an earlier age than they might otherwise have thought.”

I would have gone with “Holy crap! We need to get our kids outside more and make sure they can do more than play Angry Birds.” But that’s me.

“Google’s alarming admission last week–confirming it collected entire emails and passwords–only heightened our concerns about how and why this data was collected,” Blumenthal said, adding that he’d rather not “rely on Google’s explanations and assurances…to confirm the facts about how this happened and how consumers will be protected going forward.”

A wise move, I think, particularly given the way Google’s narrative for this particular cock-up has evolved over the past few months, from an outright denial in April to a backpedaling, embarrassing admission in May and finally an apology in October.

In April, an outright denial:

Writing in Google’s European Public Policy blog, Peter Fleischer, the company’s global privacy counsel, denies there was a privacy issue with Google’s Wi-Fi data collection practices. “Google does not store or collect payload data,” he says.

Google product manager Raphael Leiteritz reiterates this assertion in the company’s Submission to Data Protection Authorities that same day. “All data payload from data frames are discarded, so Google never collects the content of any communications,” he writes.

In an interview with the New York Times a few days later, Google spokesman Kay Oberbeck dismisses the privacy concerns of German officials, saying: “What we are doing is totally legal and is being done by other companies around the world….We did not mention the WLAN project during our discussions with data protection officials because it is not related to Street View.”

In May, an embarrassing admission…

Writing in Google’s official blog two weeks later, Google SVP Alan Eustace reveals that the company actually had been collecting payload data. “It’s now clear that we have been mistakenly collecting samples of payload data from open (i.e., non-password-protected) Wi-Fi networks,” he explains. “So how did this happen? Quite simply, it was a mistake.” Then there was this from Peter Barron, Google’s director of communications for Northern and Central Europe: “We didn’t want to collect this data in the first place and we would like to destroy it as soon as possible.”

…followed by some aggressive damage control and a downplaying of the issue:

Speaking at Google’s annual Zeitgeist Europe forum, Google CEO Eric Schmidt describes the payload data collected as inconsequential and excuses the company for its misstep, saying, “There was no harm, no foul.”

In June, an unsettling hypothesis:

Apologizing for the company’s mistaken collection of user data, a Google New Zealand spokesperson tells the Otago Daily Times that the information the company’s Street View cars intercepted might not have been as inconsequential as Schmidt claimed. “Our in-car WiFi equipment automatically changes channels five times a second,” she says. “That said, it’s possible that the fragments of data we collected could contain entire emails or other content if a user broadcast personal information over an open network at that moment.”

In October, some hard evidence, another embarrassing admission and a change of tack…

A few months pass, and then a Canadian Privacy Commissioner’s investigation reveals “that Google did capture personal information–and, in some cases, highly sensitive personal information such as complete emails.” Interestingly, in its report on the matter, the Canadian Privacy Commissioner’s office notes that while Google “does not intend to resume collection of Wi-Fi data through its Street View cars…[it does intend to] rely on its users’ handsets to collect the information on the location of Wi-Fi networks that it needs for its location-based services database.”

And then the Schmidtstorm:

Appearing on CNN’s “Parker Spitzer,” Google CEO Schmidt cavalierly suggests that folks worried about Google Street View invading their privacy should “just move.” Ironically, he says this on the very day that Google admits those cars captured more than just fragments of personal payload data and says it is “mortified by what happened.”

Schmidt apologizes for his remark the next day:

“As you can see from the unedited interview, my comments were made during a fairly long back and forth on privacy,” he says. “I clearly misspoke. If you are worried about Street View and want your house removed please contact Google and we will remove it.”

And a day later the FTC announces that it has concluded its inquiry into Google Street View, saying the improvements Google has made to its internal privacy practices have alleviated its concerns for consumer safety.

Meanwhile, Blumenthal’s investigation continues.

Apple (AAPL) will start accepting pre-orders for both the 3G and Wi-Fi models on Monday, May 10. And on May 28, Apple will begin shipping units in Australia, Canada, France, Germany, Italy, Japan, Spain, Switzerland and the U.K.

The launch will continue in July when the iPad arrives in nine additional countries: Austria, Belgium, Hong Kong, Ireland, Luxembourg, Mexico, Netherlands, New Zealand and Singapore.

Apple has already sold more than one million iPads in the U.S. since the launch of the Wi-Fi-only model on April 3 and the 3G version on April 30. Given these sales figures and Apple’s supply issues to date, it will be interesting to see how the international rollout goes.

It was back to normal for Microsoft, at least if you looked at its stellar results in the second quarter, which the software giant reported earlier today.

BoomTown liveblogged the company’s call with Wall Street analysts, which began at 2:30 pm PT today.

Microsoft (MSFT) has been through the financial wringer over the last year, announcing the first mass layoffs in the its 35-year history a year ago.

But after the markets closed today, Microsoft said its earnings for its fiscal second quarter handily beat expectations.

Net income for the period rose to $6.66 billion, or 74 cents a share, from $4.17 billion, or 47 cents a share in the same period last year. Meanwhile, revenue rose 14 percent to $19.02 billion.

Analysts had been expecting earnings of 59 cents a share, and $17.9 billion in revenue.

It’s hard to tell if Microsoft–which has been one of the grumpier tech companies publicly, due to its weaker results over the last year–would start to put on a happy face or not.

2:31 pm: Welcome to new CFO, Peter Klein (pictured here) for his first earnings call. He replaced Chris Liddell, whose kiwi-cute New Zealand accent will be missed.

Klein gave a big hello, which was made happier by the news he got to deliver. “We reported record revenue and record profits,” he said.

Thank you, consumers!

But Klein also noted that Microsoft did “not see return of enterprise spending growth,” which was the big bummer.

No thank you, business folks!

But working the cost side made that all okay, for now at least.

Then the call was turned over to investor relations dude, Bill Koefoed, who also noted that the results were “phenomenal.”

Koefoed went through the numbers reported, which were all in the press release.

2:47 pm: Klein came back, discussing the outlook, which is not as glum as any of the Microsoft quarterly calls over the last year.

Then it was onto questions.

The first was on what will drive sales going forward, besides the success of WIndows 7 operating system software.

Microsoft’s future results would depend on and be “in line with PC” business, said Klein.

What about costs–will Microsoft keep the screws on?

We’ll see!

Next question: More details on enterprise?

We’re working on it! “As the enterprise [business] picks up…we are very well positioned,” said Klein.

More enterprise questions. “We have a great product pipeline,” he said, but we can’t predict what will happen.

2:57 pm: How’s the shrink-wrapped retail business going?

Great!

I became numbed into a stupor by the dullness of the next several questions, all internal chair-moving queries and repetition of previous questions.

Finally, one about exactly what Microsoft might be increasing spending on!

Well, the still-unapproved search and online advertising partnership with Yahoo (YHOO), for one, said Klein.

Back to more dull ones, until one on when the MicroHoo deal will be approved by federal regulators and how Bing is going to keep growing market share, which it has been doing admirably.

Klein said nothing on either, but very politely.

Another sleep-inducing question and then one on Microsoft’s giant pile of cash and whether the compay would hand it back to shareholders.

Klein gave another nonanswer.

The last question was about the flat performance from the gaming unit.

Well, there is the upcoming Project Natal, said Klein, to look forward to. But–keeping up his newly hatched CFO equanimity–no news to report here either.

BoomTown did an interview last night with outgoing RealNetworks (RNWK) CEO Rob Glaser after the announcement yesterday of his departure from the company he founded and led for 16 years.

That will be posted later today, but here is a profile of Glaser I wrote after spending time with him in Seattle, when I was covering the Internet for The Wall Street Journal.

It’s from Feb. 12, 1998–yes, that means Rob and I are genuine Web antiques–and focuses on Glaser’s decidedly complicated relationship with his former employer, Microsoft (MSFT).

As you will see, it comes from a much different era of the Internet, when Microsoft was much scarier, RealNetworks represented innovation and the medium was still in its infancy. My favorite line is a description of Glaser as “radiating so much intensity that his face resembles a clenched fist.”

Here it is:

Rob Glaser learned the software business as one of Bill Gates’s most aggressive proteges at Microsoft Corp. So he knows all too well the anguishing strategic decision that most software entrepreneurs inevitably confront: Go head-to-head against Mr. Gates and risk annihilation. Or cooperate with him–and risk annihilation.

Now an Internet entrepreneur himself, Mr. Glaser thinks he has another strategy: A delicate dance with Microsoft that combines a little bit of competition and a little bit of cooperation.

His newly public company, RealNetworks Inc., popularized the use of realtime audio and video on the Internet’s World Wide Web. It already has more than 18 million registered users of its free “streaming” software for receiving multimedia over the Net. It also has a rapidly growing business selling server software for transmitting audio and video to Website operators.

But it stands squarely in the path of the strategy that has drawn Microsoft into trouble with antitrust regulators: Emulating innovative products, integrating them into its operating systems and then giving them away free. RealNetworks’ daunting task is to prove it can do a better job of outmaneuvering Microsoft than Netscape Communications Inc., the browser pioneer whose market share and profitability have been devastated by Microsoft’s integration strategy.

Mr. Glaser insists he and the software giant can coexist. “I learned an amazing amount from Bill,” he says, speaking in staccato bursts and radiating so much intensity that his face resembles a clenched fist. “We knew we could either compete head-on like Netscape or do something a lot more interesting.”

His strategy is known internally as “coopetition.” Out of mistrust, Netscape two years ago rejected an unsolicited offer from Microsoft to become a partner and investor. But Mr. Glaser approached his former colleagues last summer seeking just such an alliance. In July, he sold a nonvoting 10% stake to Microsoft for $30 million, and licensed RealNetworks’ technology to the software giant for another $30 million. Microsoft also agreed to bundle RealNetworks’ software with Internet Explorer.

In making the deal, Mr. Glaser helped himself to Microsoft’s cash and prestige and calculated that Microsoft wouldn’t consider streaming technology to be as strategic to its future as the browser.

“What we were trying to do in the partnership is to set it up so that our success would not disadvantage their core business,” Mr. Glaser says. “Microsoft is a very paranoid company and so we have tried to create an environment where while they might be covetous of some of our success, analytically they would not fear it.”

The deal gave Mr. Gates the opportunity, if he so desired, to clone RealNetworks’ products during the period when they were licensed to Microsoft. “There’s no question they could use our own technology to become extremely vigorous competitors and try to put us out of business,” says James Breyer, a director and member of Accel Partners, a venture-capital firm that helped finance RealNetworks.

So Mr. Glaser needs to stay ahead of Microsoft by rapidly improving his software, accumulating enough customers to become the standard for sending audio and video over the Internet and diversifying into related businesses.

Last month, for example, he announced an agreement with one of Microsoft’s archrivals, Sun Microsystems Inc., to finetune his software to perform better on Sun’s popular Internet servers than on Windows-based servers.

“They are neither friend nor foe, but Microsoft is most certainly the environment we live in,” says Mr. Glaser, now 36 years old. “It’s how we work within that environment that will make all the difference.”

Mr. Glaser’s own personality seems suited to the relationship’s contradictions. He has been a committed liberal since his days at Yale University, where he wrote a column called “What’s Left” for the student newspaper. He initially named his company Progressive Networks to reflect his politics. And he donated 700,000 RealNetworks shares to causes related to freedom of speech and environmental issues after the public offering, and promises to contribute 5% of the company’s future profits as well.

But he became a notoriously hardcharging and sometimes arrogant manager after he joined Microsoft in 1983, at the age of 21. Some colleagues dubbed him a “screamer.” When deadlines approached for projects, several former colleagues at Microsoft say he became increasingly revved-up, downing one Diet Coke after another and erupting at even tiny mistakes. “My intensity sometimes manifested itself in less positive ways,” Mr. Glaser concedes.

“Like Microsoft, Rob was smart, young, perhaps a little hard to take, and convinced he was absolutely right about a lot of stuff,” recalls Mike Slade, a friend of Mr. Glaser’s at Microsoft who now runs an Internet publishing company, Starwave Corp. “But that was what was rewarded at the company and everything was going too fast there for a lot of management training.”

The pace did take its toll. Even though Mr. Glaser rose to become vice president of multimedia systems and one of Mr. Gates’s favorites, his last years at Microsoft were rocky. Some at the company point to an internal power struggle with Microsoft’s head of technology, Nathan Myhrvold. “They both wanted to be Bill’s boy genius and visionary for the company,” says a colleague. “Obviously, Nathan won.”

Mr. Glaser dismisses tales of infighting, blaming his departure on a diminishing feeling of “joy” in his work. “I began to think that Bill had the best job of all,” he says. In 1993, at the age of 31, he resigned, with about $15 million of stock in his pocket.

His retirement didn’t last long. Soon after, he saw a version of the Mosaic browser, the first graphical interface software for navigating the Web. He had an epiphany, he says, realizing that the Internet could eventually become a major purveyor of audio and video.

Mr. Glaser sank about $1 million of his own money into a start-up that would first produce software for compressing and transmitting sound. With additional funding from friends, such as Lotus founder Mitch Kapor, RealAudio 1.0 quickly made its debut in April 1995.

RealAudio was greeted with more than a little disdain from the Internet elite because it was a tinny and unsatisfying experience for most users. But it gave the Internet a voice, and Mr. Glaser kept plugging away, improving fidelity and striking deals with more content providers to use it on their Web sites. The hook: Free player software for consumers.

He is attempting to repeat the process with RealVideo. It currently provides small, jerky moving pictures but will, he believes, someday transform the Internet as data transmission speeds increase. In a recent demo of the player, Mr. Glaser selected a music video by the languid singer Jewel, he joked, “because she doesn’t move around too much.”

Meanwhile, Microsoft has been developing its own Media Player and NetShow streaming software, partly with technology acquired by purchasing VXtreme, a RealNetworks competitor.

The Microsoft products are now free. But the company may decide to charge for the latest version of NetShow coming out this year, which would be good for RealNetworks. Meanwhile, Microsoft will continue to bundle RealNetworks’ player software with the Microsoft browser, also good for RealNetworks. And the day after RealNetworks’ Sun deal, Microsoft announced an agreement to make its own Media Player compatible with RealNetworks’ server software, yet another positive development for RealNetworks.

“The user only wants it to work,” says Rich Tong, a Microsoft marketing vice president. “So it is good business to work with RealNetworks to set standards for compatibility and expand the market for all of us.”

Skeptics assert that RealNetworks has forged only a temporary truce with Microsoft. Like Netscape, it must continually confront the challenge of trying to make money on technology that Microsoft gives away. RealNetworks charges $29.95 for an enhanced version of the player it gives away free, and $695 and up for its most powerful server software.

Some large companies are snapping the products up. Mercedes Benz, Eastman Kodak and Lockheed Martin are buying RealNetworks’ latest software, RealSystem 5.0, to bring their internal networks to life. Boeing Co., for example, uses RealNetworks’ software to communicate with employees world-wide and conduct training sessions. A variety of media concerns such as Metro-Goldwyn-Mayer, the Public Broadcasting System, AOL, Fox News’s 24-hour newsfeed and Paramount Pictures use it as well.

Mr. Glaser recently cut a deal with Macromedia Inc., the largest provider of animation-editing software, to transmit animated material over the Internet. RealNetworks is also operating multimedia Web sites for other companies, and has a joint venture with MCI Communications Corp. to create a broadcast network on the Web.

All these initiatives are running up big bills. Earlier this month, RealNetworks reported that revenue more than doubled for 1997, to $32.7 million from $14 million the year before. But heavy research and development spending tripled losses to $11.2 million, or 40 cents a share, from $3.8 million, or 14 cents a share. The company’s high costs, plus the looming threat of Microsoft, have depressed the stock, which hovers at around $16 a share, only slightly above the $12.50 a share it opened at when it went public in November.

But Mr. Glaser exudes confidence. His intense personality seems calmer these days. Once divorced, he now has a steady girlfriend and is traveling more frequently, including a summer trip to New Zealand, Australia and French Polynesia, where he made the decision to take RealNetworks public. His 13.5 million shares are worth $218.5 million. And he thinks he has Microsoft figured out. “People in Silicon Valley see things unnecessarily in black and white: You either hate Microsoft or you are a vassal of them. I am saying there is a third way.”

IBM said it will build an 80 million New Zealand dollar (US$57 million) data center in Auckland, New Zealand, that will be completed in 2010.

The company disclosed that it has just completed building a data center that is twice as big in Songdo International City, Incheon, South Korea. It declined to disclose its spending on the Korean facility.

In a related development, IBM said it is opening an 80-person research laboratory in Hong Kong to develop collaboration technology for cloud-computing applications based on IBM’s Lotus software. That lab will be an arm of IBM’s 5,000-person China Development Laboratory, its largest software lab.

Read the rest of this post on the original site

Microsoft CFO Chris Liddell (pictured here) is leaving the software giant at the end of the year and will be replaced by longtime Microsoft finance exec Peter Klein.

A Microsoft (MSFT) spokesman said Liddell wants to pursue jobs beyond his finance role outside the company.

Liddell, 51, arrived at Microsoft in 2005 and many of his years at the company have been tough ones financially due to the weak economy. It was up to Liddell to deliver the bad news at quarterly earnings calls.

Still, BoomTown always enjoyed his adorkable New Zealand accent, even when he was talking econalypse 24/7, as well as about layoffs and cost cutting.

One post from last spring, for example, was titled: “Glum Chris at the Recessiondome.”

Klein (pictured here), 47, has been at Microsoft since early 2002 and currently serves as CFO of its Business Division, which is one of the company’s largest units.

Here is the official press release:

For Release 2 p.m. PST

Nov. 24, 2009

Microsoft Announces Chief Financial Officer Transition

Chris Liddell to leave Microsoft Dec. 31; Peter Klein assuming CFO role.

REDMOND, Wash.–Nov. 24, 2009–Microsoft Corp. today announced that Chris Liddell will be leaving the company at the end of 2009, and named Peter Klein as the company’s new chief financial officer.

“Chris and his finance team have accomplished a great deal over the past four and a half years. The team is deep and strong, and has an excellent record of building value for our shareholders,” said Steve Ballmer, Microsoft chief executive officer. “Peter brings great finance and operations expertise and a deep understanding of the company, and I am looking forward to a smooth transition that continues our commitment to cost containment and finance excellence.”

In the past fiscal year, Microsoft reduced costs by $3 billion compared with its original plan, and returned $14 billion to shareholders through dividends and stock buy-back.

Klein, 47, joined Microsoft in February 2002 and currently serves as CFO of Microsoft’s Business Division, overseeing all financial strategy, management and reporting for the $18.9 billion business with 7,800 full-time employees. Previously, Klein served three years as CFO of Microsoft’s Server and Tools Business.

“My time at Microsoft has been an outstanding experience, and I am delighted to be leaving the company in such great shape,” Liddell said. “We have built a world-class finance team and established strong internal accountability. Microsoft is coming out of the economic downturn with not only great product momentum but also strong discipline around costs and a focus on driving shareholder value.”

Liddell, 51, joined Microsoft in May 2005 after serving as CFO at International Paper Co., and chief executive officer of Carter Holt Harvey Ltd., then New Zealand’s second-largest listed company. He said he is looking at a number of opportunities that will expand his career beyond being a CFO.

Liddell will continue at Microsoft working closely with Klein through Dec. 31, to ensure a smooth transition.

Before joining Microsoft, Klein spent 13 years in corporate finance, primarily in the communications and technology sectors: McCaw Cellular Communications; Orca Bay Capital, a private equity firm; and several startups, including HomeGrocer.com, where as vice president and treasurer he helped lead an IPO and subsequent acquisition by Webvan.

“I’m honored to take on the role of Microsoft CFO. I’ve learned a lot working with Chris, and I’m excited about the opportunities ahead for Microsoft,” said Klein. “We have an incredible pipeline of products, we have strong financial and operational accountability, and we are well-positioned for growth as the economy recovers.”

Klein holds a bachelor’s degree from Yale University and an MBA from the University of Washington. Outside of work, he is an avid sports fan and serves on the board of NPower Seattle, a nonprofit organization dedicated to enhancing the effectiveness of nonprofit service providers through technology. He and his wife have two sons.

Why China and Brazil? Well, for one thing, they are developing markets. For another, Dell (DELL) already has partners there.

“Besides size (China Mobile has over 500 million subscribers, and Claro serves more than 42 million), we have existing telecom partnerships with them,” Dell blogger Lionel Menchaca said in a post. “Back in April, we were the first to embed China Mobile’s technology into our Mini 10 netbook. And if you’ve been watching, you know Dell has agreements with lots of other providers like Vodafone in Europe, Australia and New Zealand. We’ve partnered with AT&T and Verizon in the United States to offer mobile broadband on different products, and we have agreements with other carriers in Asia.”

Interesting. Presumably this means we’ll see the Mini rolled out in short order in these other countries as well. As you may recall, Dell was rumored to be building an Android handset for AT&T (T) in early October.

Maybe. Twitter is lending its name to a to-be-developed TV game show that “would harness Twitter to put players on the trail of celebrities in an interactive, competitive format,” according to this AP report, which doesn’t have many details, presumably because the show is still in an embryonic form.

The show has good lineage: It will be a joint production between Reveille, the production house created by Ben Silverman, who runs GE’s (GE) NBC and who sold the company to Elisabeth Murdoch’s (yes, that Murdoch) Shine in 2007; and Brillstein Entertainment, formerly known Brillstein-Grey, which made some of TV’s best shows.

But none of this guarantees that it will be good or even that the show will even make it to a TV set near you. Note that the announcement comes after the TV “upfront” presentations, where broadcast and cable networks pitch their new shows to advertisers.

In any event, the show won’t be core to Twitter’s business, which is perhaps why Twitter has yet to mention it on its official blog. Tellingly, the most recent entry is about a deal the company has struck with mobile carrier Vodafone (VOD) to deliver Tweets to Vodafone subscribers in New Zealand.

The New Zealand/Vodafone deal is one of a series the company has been making throughout the world to expand Twitter’s distribution–and in some cases, get Twitter reestablished in markets where messaging costs forced the company to pull back. Earlier this month, for example, the company announced that it had pacts with every Canadian wireless company.

That’s less sexy than a TV show, but probably more important. And we’ll likely hear more about it tomorrow; co-founders Evan Williams and Biz Stone kick off the seventh edition of the D: All Things Digital conference and sit down for a Q&A with All Things Digital Co-Executive Editors Kara Swisher and Walt Mossberg.

Well, despite the news being as bad at Microsoft as it was at Yahoo (YHOO) earlier this week, the conference call after the software giant released its third-quarter earnings was 100 percent less naughty and 200 percent more glum.

In other words, while there were no F-bombs dropped, there were lots of E-bombs–as in econalypse.

Microsoft’s earnings and revenue took a big hit in its third quarter, with profits down 32 percent from a year ago on a six percent sales decline.

It was the company’s first-ever year-over-year quarterly sales drop.

There were also more than $700 million in charges from layoffs and investment declines, both a result of the weak economy. The culprit for most of the bad news was the decline in consumer and business spending on computers.

And Microsoft CFO Chris Liddell did not even bother to act as if there was any hope, painting a semi-apocalyptic picture of the business landscape that he predicted was not going to get better anytime soon.

Here’s BoomTown’s liveblogging of the call:

2:34 p.m. PDT: The call starts after some very stern marshal music was played. This turns out to be the perfect mood-setter.

First up, the investor relations guy who talks about all the rules, like those folks who come on after, say, a Viagra commercial and quickly list the scary side effects.

But scary was what Liddell was serving up from the get-go, as he pretty much spent the entire conference call talking about just how bad the economy has been, is and will be.

What’s most disconcerting perhaps is the fact that he was delivering the bad news in a cute-as-a-kiwi New Zealand accent.

Nonetheless, Liddell said the company had had to “adapt to a new reality” and that Microsoft was “more cautious than most about the state of the world economy” and–let’s not forget–the “economic pressures are both broad and deep.”

Liddell also noted that the recovery will not happen quickly, but be “slow and gradual.”

Perhaps this is not the right time to mention that both Google (GOOG) and Apple (AAPL) essentially killed in their recent earnings reports.

2:38 p.m.: Microsoft’s investor relations head Bill Koefoed–without any jaunty inflection whatsoever–delivered the numbers in that droning way that all financial types who deliver numbers on calls like this do.

My assistant, Ed, actually fell into a temporary coma from across the room.

Basic message of numbers: Bad.

2:54 p.m.: Back to Liddell for some forward-looking stuff.

Also not good, with consumer sentiment and spending weak, he said, there would be “significant pressure until market conditions improve.”

“In summary, it was a tough quarter,” reiterated Liddell, restating what he already stated and stated again. And then restated.

2:59 p.m.: Now to questions! Maybe things will look up here.

But…nope!

Thus, more worries about Microsoft’s growth, a weakness in sales and even some clucking over renewal rates of its operating system software licenses.

Then someone noted that it seemed as if Microsoft at least had its “arms around” the problems.

Would Liddell show any glimmer of hope?

“I guess we are all learning… how do I feel about the shape of the quarter [to come]?” he pondered.

Wait for it, wait for it, wait for it. Said Liddell, the sad-sack CFO: “I do not see anything that gives me any encouragement.”

Big, big sigh.

3:16 p.m.: Someone asked about one remark Liddell made about some “countercyclical” products, which might be bright spots in the Microsoft empire.

Indeed, new versions of the Windows operating system, Office, Exchange and its search offering are all set to come out in the next year.

Will they be gamechangers? Liddell was not saying, of course.

Finally, at the end, after a question about stock repurchases, there was some light at the end of the tunnel.

No matter what, Microsoft is still a cash-spewing engine.

“One of the great positives,” said Liddell was the company’s free cash flow of $20 billion, at an annual rate.

In other words, there is nothing like money stuffed under the mattress in times like these.

The country’s parliament passed Section 92a of the Copyright (New Technologies) Amendment Act in 2008, also known as the “three-strikes” rule, which would have come into play in February 2009. If an Internet user was even accused of file-sharing or otherwise violating copyright laws, his or her Internet-service provider would cut off service.

The implementation of the amendment was pushed back to March 27 so that ISPs could agree on a code of conduct, but the rallying cry from Internet free-speech organizations such as the Creative Freedom Foundation pushed the Parliament to rethink its strategy.

How could a democratic government consider cutting off Internet access for people who haven’t been convicted of a copyright violation? Danny O’Brien, the international outreach coordinator at the Electronic Frontier Foundation, says that New Zealand changed its copyright law to be in accordance with the Digital Millennium Copyright Act in the U.S., but then chose to interpret the language differently than the U.S.

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Earlier today Microsoft decided it would drop the bomb early by moving its second-quarter earnings conference call with Wall Street analysts to 8 a.m. PST, instead of 2:30 p.m. PST.

Microsoft earlier reported a sharp decline in revenues and net income, as well as layoffs of up to 5,000 employees and other cost cuts.

BoomTown, naturally, had to liveblog the Microsoft (MSFT) event.

8 a.m. PST

Could not get into call, as everyone and their mother wanted into this disaster.

Finally, the call was connected at 8:06 a.m. right in the middle of the bad news being delivered by CFO Chris Liddell, which has already begun to sink into the stock market, causing it to–um–sink even farther.

Liddell’s New Zealand accent was vaguely comforting, but it still cannot put lipstick on this pig. Down, down, down. And did we mention down?

8:09 a.m. PST

The call got handed over to Investor Relations GM Bill Koefoed.

“Adding a bit more color,” he said curiously, as he started to talk about the darkly troubling trends in the PC market.

At least Xbox 360 consoles were doing well, with six million units sold in the quarter. Too bad, it’s not a moneymaker! Well, actually, it has been a money pit, but at least the kids like it!

8:18 a.m. PST

Back to Liddell and more unhappy news on the economy, which was why he said Microsoft is not going to give guidance going forward.

“The economy has obviously declined further than we expected,” said Liddell.

Too obviously!

8:23 a.m. PST

Next up was CEO Steve Ballmer, who was also trying his best to make the bad news sound a little less bad.

But, he noted that the the econalypse was a “once-in-a-lifetime set of economic conditions.”

You can say that again, and Ballmer did.

But he soon was underlining Microsoft’s product pipeline and his bullishness on the tech sector.

“We are prioritizing, we are focusing,” Ballmer said. “[But] the pause the economy is imposing on our business will be just that.”

8:31 a.m. PST

First question was about whether Microsoft had acted quickly enough to cut costs amid the carnage.

Liddell answered this one: Of course!

Ballmer added that fixed costs at Microsoft make it hard to make better margins when revenue is declining.

But cost-cutting has now become priority one.

The next one was about the layoffs, including costs of it and if contractors are impacted.

Nope, though they will be getting cut too, said Liddell. But the 5,000 jobs announced are all just Microsofties.

Ballmer then jumped in and noted that the company would also be adding jobs, with a net of 3,000 jobs cut.

The third question was about buyback of stock, which was slowing, as execs said earlier. Wall Street loves buybacks. Also, what about PC growth?

Capital preservation was more important than ever said Liddell, noting that merger and acquisition activity will be lower in the next quarter.

As to the PC market–”a continuing or slight deterioration,” said Liddell.

The fourth question: More about the PC market and where to reset it.

Noted Ballmer: “It’s dynamic.” Which, I think, translates to “I don’t know exactly.”

The fifth question was about layoffs and costs again.

Will Microsoft cut again? Or do increasing expenses on a relative basis mean that Ballmer anticipates a rebound?

“We’re not used to down markets,” said Ballmer. “[But] our model is not for a quick rebound.”

Instead, Ballmer repeated his assertion that this was a wholesale resetting of the economy, which will build back on a lower level.

8:45 a.m. PST

GAAP earnings question. Zzzzzzz.

Next one was on whether Microsoft should commit to more buybacks of its stock instead of doing less?

Wall Street loves buybacks!

Sorry, but Microsoft was going to be more liquid going forward, said Ballmer.

The next question went back to why guidance for expenses is higher year over year, if the outlook was so bad.

Liddell noted it was a change in “momentum” of spending, which was slower.

8:50 a.m. PST

The questioner wanted to know about the annuity business versus the more volatile consumer sector.

Obviously, said Liddell, Microsoft likes regular money coming over the transom, but that could also decline in the future.

Now a question for Ballmer on what Microsoft might divest.

“I like our portfolio,” said Ballmer flatly.

The last question was about Yahoo (YHOO) and Microsoft’s ongoing talks about an alliance of some sort! Finally!

“I don’t think I have anything to say about Yahoo,” said Ballmer, after he laughed a bit with the other execs.

As he has previously noted, he still wants a search deal, said Ballmer. But not acquisition, added Liddell.

Ballmer noted that Microsoft was not an M&A company, in general.

In other words, Microsoft was still not buying Yahoo.