Even for Mr. Fixit, it's a formidable job

Article Abstract:

John M. Thompson, IBM's newly appointed senior VP of software marketing and development, faces the biggest challenge of his career. A 29-year IBM veteran whose previous accomplishments include managing the return to profitability of IBM's mainframe operations, Thompson faces a number of critical decisions. At the top of the list of concerns is the status of IBM's OS 2 operating system. Despite the fact that a recent $150 million advertising campaign has boosted the sales of OS 2 Warp by 900,000 units, the OS lags far behind the 60 million unit sales of Microsoft's market leading Windows system. So far, IBM has yet to make a penny of profit on the $2 billion it invested in the development of OS 2. IBM also lags behind market leaders Oracle and Sybase in the crucial client server software arena. Industry analysts are speculating that IBM, with its $11 billion in cash reserves, may be ready for a bold move such as the acquisition of a major software company such as Novell Inc or Lotus Development Corp, or even Apple Computer Inc.

Computer Software, Software Publishers, Software, Product information, Operating system, Operating systems (Software), Marketing, Operating systems, International Business Machines Corp., IBM, Company marketing practices, Competition, Company Acquisition Merger, OS 2 Warp (Operating system)

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Firms run by executive teams can reap rewards, incur risks

Article Abstract:

Many companies are experimenting with executive teams, replacing individual presidents, chief operating officers and other executives. Xerox Corp and Microsoft Corp both announced plans to re-organize and foster a group working environment. In the past, many companies have found that individuals in group settings must adjust to the power-sharing dynamics or else the group becomes a competitive arena in which executives battle for supremacy. Cooperation is the key goal, and some companies may find information-sharing to be a difficult ideal to reach. This was the case at National Steel Co where a three-man team had to be replaced by a Japanese-style nine-man team, mirroring the cooperation between the Japanese and American companies that jointly owned the company. The complexity of decision-making tasks is cited as the major reason for bringing in groups.

Electronic computers, Office machines, not elsewhere classified, Computer peripheral equipment, not elsewhere classified, Computer integrated systems design, Xerox Corp., XRX, Business planning, Employee selection, Management Style, Executive, Team Approach, Hiring, Cooperation

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