Be it a whale or a dinosaur, can I.B.M. really evolve?

Article Abstract:

IBM's massive corporate bureaucracy, alternately criticized as a whale or a dinosaur, is undergoing a reorganization in an effort to improve competitiveness. The setting up of the IBM Personal Computer Co, a spinoff of its personal computer business, exemplifies the restructuring plan. The new company will be managed by IBM veterans, has 10,000 employees and boasts of revenues estimated at $7 billion a year. IBM, the parent, plans to establish the new company as a wholly owned subsidiary by 1994. As its initial volley into the microcomputer market as a quasi-independent organization, the IBM Personal Computer Co will introduce new, more powerful PS/1 home computers, improve its PS/2 business computer line, market new notebook and pen-based computers, and announce the PS/Valuepoint, a new line of computers that will compete with IBM clones.

Management, Column, Spinoffs (Corporate), Strategic Planning, New Company, Reorganization, Spinoff Company, IBM Personal Computer Co.

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At I.B.M., staying ahead of the bureaucracy police

Article Abstract:

Nobuo Mii, IBM's vice president and general manager of Entry Systems Technology (EST), joined IBM in 1969. He is responsible for developing new microcomputer products, which include optical diskettes, color liquid crystal displays (LCDs), miniature pen-based communicators, touch screens and voice recognition equipment. Mii is developing technologies for use by IBM and for licensing to other companies. IBM sees EST as an important growth area and wants to speed bringing innovative technologies to market. Mii is working to change the rigid and bureaucratic corporate culture that has characterized IBM in the past.

Officials and employees, Interview, Product development, Microcomputer, Mii, Nobuo

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