By Paul Carroll
Chronicles the decline of IBM, explaining how company delight, inflexibility, undesirable judgements, and an lack of ability to appreciate a altering industry has resulted in IBM's fall. 100,000 first printing. $100,000 ad/promo. travel.
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Extra resources for Big Blues: The Unmaking of IBM
W atson almost w ent broke early in the Depression because he had overborrowed to buy IBM stock; he figured that if the stock had dropped just another couple of points, h e’d have been history. 4 Still, IBM kept growing right through the Depression, actually doubling in size. The 48 PAUL CARROLL company hit $40 million in annual sales by W orld W ar II. Growth slowed only briefly during the war, even though IBM switched twothirds o f its manufacturing space over to machine guns and other ord nance and sent lots of its young men off to war.
The room was just six feet by ten feet, and the prototypes each put out as much heat as a high-wattage light bulb, so the tem perature in the room could get to be more than a hundred degrees. Programm ers would come stumbling out of the room to get some w ater and pant for a while. H eat does funny things to electronics, 36 PAUL CARROLL too, especially when a system is in its early, unstable stages. So M icro soft’s program m ers sometimes spent days trying to fix what they thought was a bug in the software, only to find that their little sauna had made the hardware go haywire.
Gates and his group took their exclusion as an affront. ” t took IBM executives a few months to realize what a phenom enon their PC had become, but it didn’t take M att Fitzsimmons nearly that long. Fitzsimmons, the owner of the Com puterL and franchise in W hite Plains, New York, knew the PC was a smash soon after he heard the gunshot outside his store. H e rushed outside one afternoon in the fall of 1981, to find that a despondent homeless man had walked into the rush of people trying to get into the store.