Quotes from James W. Cortada

how did IBM get into this mess in the first place? It is the central question to ask because its senior executives understood the economic dynamics underpinning IBM's mainframe and PC businesses. Despite this, the majority demonstrated a reluctance to reduce the power and cultural influence of their portions of the firm as technological changes suggested new directions, new opportunities not seized on as quickly as they might have been

IBM acquired a great deal of modern manufacturing and sales capacity—for the wrong products.

at least in IBM's case, when it honored and nurtured its sales force and its sales culture, it was productive and successful. That statement may sound incredibly obvious. When their values prevailed, IBM did well. But beginning shortly after the new millennium, they did not always prevail. IBM, like many other corporations, in recent years has relied increasingly on what came to be known as "financial engineering" to improve performance. It was never enough to ensure success.

100% Confidence Appreciation Admiration Love Dad

That it failed to fix IBM's problems or help Akers suggests that collectively the board proved unwilling, complicit, or simply incompetent to carry out its fiduciary and ethical responsibilities until forced to by circumstances.