Link here. The introduction:
A short list of the most transformative products of the past century and a half would include the lightbulb, Ford’s Model T—and the IBM System/360. This mainframe series forever changed the computer industry and revolutionized how businesses and governments worked, enhancing productivity and making countless new tasks possible.
In the years leading up to its 7 April 1964 launch, however, the 360 was one of the scariest dramas in American business. It took a nearly fanatical commitment at all levels of IBM to bring forth this remarkable collection of machines and software. While the technological innovations that went into the S/360 were important, how they were created and deployed bordered on disaster. The company experienced what science policy expert Keith Pavitt called “tribal warfare”: people clashing and collaborating in a rapidly growing company with unstable, and in some instances unknown, technologies, as uncertainty and ambiguity dogged all the protagonists.
Ultimately, IBM was big and diverse enough in talent, staffing, financing, and materiel to succeed. In an almost entrepreneurial fashion, it took advantage of emerging technologies, no matter where they were located within the enterprise. In hindsight, it seemed a sloppy and ill-advised endeavor, chaotic in execution and yet brilliantly successful. We live in an age that celebrates innovation, so examining cases of how innovation is done can only illuminate our understanding of the process.
Read it all. The story is fascinating, especially in how intellectual honesty made it a success. In one case two computer managers were competing directly against each other for the lead in how the product would be developed. The man that was picked immediately asked the loser to help him build his proposal, a level of honesty that certainly made this company work in the 1960s.
The story also has one bit of real irony. The 360 was a big success because it was compatible with IBM’s previous computer line, and was designed to be compatible across the board.
In the 1980s, IBM lost its entire dominance in the personal computer field when it introduced its second generation PC, the PS/2, which was NOT compatible with their first PC line. Customers fled to independent companies making computers compatible to IBMs first PC, and this loss of business ended up killing IBM entirely.
You would have thought they would have known better.
Hat tip Thomas Biggar.
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