Just over four years ago Microsoft bought the German 6Wunderkinder GmbH together with its most popular product Wunderlist. The purchase price was never communicated, but is said to have been somewhere between $ 100 and $ 200 million. The founder Christian Reber retired later and henceforth made no secret that he was very unhappy with the development after the takeover by Microsoft.
This was not primarily because Wunderlist should be buried and replaced by the newly created Microsoft To-Do, but rather because the development of To-Do was not fast enough and the product more or less loses its independence and in part of the Microsoft ecosystem. The early announcement, Wunderlist by the still very immature to-do to replace, Microsoft has also many users unsettled and driven into the arms of other services.
In March, Reber had previously written on Twitter that he would love to build a new version of Wunderlist and would be happy if he could buy it back one day.
Now Reber has spoken on Twitter again, saying that he is still very sad that Microsoft wants to shut down Wunderlist, although there are still enough people who love and use it. In the direction of Microsoft CEO Satya Nadella he writes: I'm serious, please let me buy it back. Your team can then focus on to-do and nobody needs to be sad that Wunderlist is shut down.
He's certainly right, it would not hurt Microsoft to give Wunderlist back. However, from the point of view of the Redmond, there is no reason why they should do that. They are not dependent on the money, and users who do not switch to to-do and switch from Wunderlist to another service are considered collateral damage. So I think it will stay with the wish.
Wunderlist was also not the first service Microsoft took to "die." The mail client Acompli became Outlook, the Sunrise calendar went into Outlook, and Wunderlist became To-Do. Microsoft has primarily bought the know-how and was never interested in continuing the services 1: 1. This is basically a normal process, which is more of a standard process when individual products are bought by a large company.
This was not primarily because Wunderlist should be buried and replaced by the newly created Microsoft To-Do, but rather because the development of To-Do was not fast enough and the product more or less loses its independence and in part of the Microsoft ecosystem. The early announcement, Wunderlist by the still very immature to-do to replace, Microsoft has also many users unsettled and driven into the arms of other services.
In March, Reber had previously written on Twitter that he would love to build a new version of Wunderlist and would be happy if he could buy it back one day.
Now Reber has spoken on Twitter again, saying that he is still very sad that Microsoft wants to shut down Wunderlist, although there are still enough people who love and use it. In the direction of Microsoft CEO Satya Nadella he writes: I'm serious, please let me buy it back. Your team can then focus on to-do and nobody needs to be sad that Wunderlist is shut down.
Still sad @Microsoft wants to shut down @Wunderlist, even though people still love and use it. I’m serious @satyanadella @marcusash, please let me buy it back. Keep the team and focus on @MicrosoftToDo, and no one will be angry for not shutting down @Wunderlist. pic.twitter.com/27mIABncLF— Christian Reber (@christianreber) September 6, 2019
He's certainly right, it would not hurt Microsoft to give Wunderlist back. However, from the point of view of the Redmond, there is no reason why they should do that. They are not dependent on the money, and users who do not switch to to-do and switch from Wunderlist to another service are considered collateral damage. So I think it will stay with the wish.
Wunderlist was also not the first service Microsoft took to "die." The mail client Acompli became Outlook, the Sunrise calendar went into Outlook, and Wunderlist became To-Do. Microsoft has primarily bought the know-how and was never interested in continuing the services 1: 1. This is basically a normal process, which is more of a standard process when individual products are bought by a large company.
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