Out Of One Big Blue, Many Little BluesJohn W. Verity
Over the past several years, IBM has announced a startling series of changes that were supposed to help the computer giant adapt to a radically shifting marketplace. The changes were earthshaking for a company that had known only monopoly profits, industry dominance, and incredible growth for at least three decades: shedding some 54,000 employees through a half-dozen early-retirement programs, reorganizing itself in the U. S., shutting factories and spinning out marginal businesses such as typewriters, and investing several hundred million dollars in dozens of competitors.
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