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Broken Promises: An Unconventional View of What Went Wrong at IBM Hardcover – June 1, 1996
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From Publishers Weekly
Copyright 1996 Reed Business Information, Inc.
Top Customer Reviews
IBM's "incompatible small computers" may have deviated from the S/360 model, but followed industry standards of that era (p.11). One of IBM's mistakes was to listen to its critics (p.15), who could have ulterior motives. The world economy affects IBM (p.24). The discussion about personal computers missed the point (pp.35-40). IBM did not pioneer microcomputers and mass market them. It did give an imprimatur to what some sneeringly called "toy computers". The problem noted by T. V. Learson is common to bureaucracy (but didn't he retire then?). Did IBM really give away control of personal computers to Intel and Microsoft (p.62)? Such an opinion can only show ignorance of the history from 1976 to 1982. Chapter 5 talks about "loyalty". Can any corporation offer "employment security" (p.66) in a cyclical economy where management's first priority is to the share owners? No, but its a good idea. [The only way to guarantee job security is to be the owner-operator of your own business. But even then you can have problems.] The authors state IBM's hiring policy (p.68) but don't say how this was implemented. Did family connections ever trump this ideal? The "Open Door" policy is one way for top management to find out what is really happening, and avoid filtered feedback (p.69). Was there really no management favoritism (p.76)? Does "scientific management" work (p.77).Read more ›