IBM T 41
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IBM T 41
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 15 IBM Lenovo Thinkpad T60P 233GHz Core 2 Duo 250GB 7200RPM HD DVDRW 2GB RAM  US $315.00
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 IBM ThinkPad T41 141 1400x1050 PentiumM 17GHz1GB RAMDVD CDRWWindows XP CoA US $23.50
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 IBM ThinkPad T41 2687 D4U Pentium M CD RW DVD ROM Laptop US $.99
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 IBM Lenovo ThinkPad X41 X41t Tablet PC Wireless Laptop Notebook Complete US $149.99
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 IBM ThinkPad X41 121 1866 CTO Pentium M 16GHz 512MB 60GB Tablet PC US $64.95
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 IBM Thinkpad T41 Laptop 160GHz Pentium M 512MB No Hard Drive 2373 7FU US $9.99
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 IBM ThinkPad Docking Station T43 T42 T41 T40 T30 T23 R52 R51 R50 R40 A30 A23 A22 US $19.00
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 Lenovo ThinkPad T41 Laptop Notebook CD RW DVD and Win XP Pro and WIFI US $80.00
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 IBM ThinkPad T41 Laptop Notebook US $99.99
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 IBM Thinkpad T42 Laptop Notebook No Hard Drive Boots to Bios US $43.50
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 IBM Lenovo Z60m centrino US $19.95
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 Fast IBM Thinkpad Laptop Notebook Computer Wireless WiFi DVD Windows 7 US $185.00
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 IBM ThinkPad T400 Intel Core 2 Duo 24Ghz 2Gb 80Gb 6474 AH4 US $229.00
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 No Keyboard IBM ThinkPad X41 121 1866 CTO Pentium M 16GHz 512MB Tablet PC US $39.95
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 Lot of 6 IBM Lenovo Thinkpad T43 186GHz NO HD 2GB RAM SXGA 1400x1050 LCD AS IS US $34.00
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 IBM T43 20GHz 1024MB 60GB DVD 150 Laptop US $11.50
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 WIRELESS IBM X41 THINKPAD LAPTOP w DOCK XP DVD 16GHZ 1GB 40GB 12 BATTERY US $22.00
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 IBM ThinkPad X41 15GHz 15 Ram 60G hard drive Great Condition Lots of photos US $99.00
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 IBM 2366pro T30 16GHz 15GB 60GB DVD 141 Laptop US $9.99
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 IBM ThinkPad T60 Laptop Notebook 141 Screen Intel Core Duo processor COMPLETE US $328.00
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 Dell Precision M6300 Core 2 Duo 25GHz Great Condition LOTS OF PHOTOS US $449.00
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 IBM T41 Laptop 1x16GHZ 1GB RAM PID696213 US $79.99
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 IBM T41 Laptop 1x16GHZ 1GB RAM PID696217 US $79.99
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 Lenovo ThinkPad T400 2GB RAM 160GB HD DVD CDRW WIFI US $249.00
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 IBM Lenovo Thinkpad T41 Intel Pentium M 160GHz 512MB LaptopHA1227 US $.99
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Successful Companies Bring About Their Own Demise (Part 2)-Following IBM and Chrysler
Following up on part 1, we will be talking this time about IBM (computer business) and Chrysler (car manufacturer). If you haven't read the first post, please follow this link https://www.ivoireconsultancy.org/blogs/ivoire_article_view.php?id=41.
Just to recap on the first post. We listed four different types of companies that bring about their own demise: (1) Start-ups, technology companies (2) The master builder (3) Inventors (4) The Salesman
Let's start with IBM the technology company.
IBM made the highest quality computers in the world. They had a team of geniuses made up of design engineers craving for quality, durability and reliable products. The company was known for reliability and durability. IBM was making lots of money and profits were pouring in.
But soon, a culture based on engineering, turned into a technocratic company. Engineers were celebrated and became the masters of the company. Other departments such as sales, marketing, and finance were overlooked or given less priority. Managers took less notice of the marketplace. Performance indicators were thrown out of the window and design standards were all what managers understood. Research for perfection, and better products was all that counted. However, this was very time-consuming and the needs of customers for more economical, more user-friendly computers were ignored.
In fact the successful technology company trusted by million of customers, was showing signs of weaknesses in the sales area. The company was too passionate about producing the next best computer that would make headlines. Their managers insisted that all that mattered were quality and technical details. They forgot that producing a quality product alone is not the purpose of a commercial organisation. The purpose is to attract buyers and satisfy their requirements.
In the end, IBM was producing over-priced computers that the average consumer could not afford. Initiatives stalled and a bureaucratic culture began to appear. After losing $5.6 billion in the second quarter of 2005, IBM sold its computer business to Lenovo, the Chinese computer firm. In the same year, IBM stopped making computers. Around 10,000 or so of its employees either left the company voluntarily or was made redundant.
Chrysler the Salesman
Anyone who read about Lynn Townsend will know that he was a typical financial genius who became Chrysler president at an age of 42. His motto was 'sales aren't just made; sales are pushed'. Under his presidency, Chrysler doubled his market shares in the US as well as in the world. That was impressive. The organisation strategy was formulated around sales, sales and sales through aggressive advertising and promotion. Through dealership contracts, Chrysler was able to penetrate major markets that help propel their different brands to new heights. As a result, engineering was neglected. New models were produced at much faster pace, putting a huge strain on the company operations and factories.
Quarterly numbers soon replace the company main strategies. Regrettably, a brilliant marketing strategy turned into ordinary proliferation. The company became too political, highly centralised and bureaucratic. Salesmen thought they could sales anything, as long as it came out of the factory; big mistake! They couldn't keep pace with the many products manufactured by Chrysler. While consumers were longing for more economical and smaller cars, Chrysler were going the opposite way. In the end the financial crisis of 2008 brought the company to its knees. What was going on behind the scenes years ago came to light thanks to the recession.
What can we learn from those two examples?
Leaders, who have brought success to an organisation, rarely change their recipes. In fact, they become overindulgent, overconfident and prone to excesses. They become drifters and seldom take the market pulse in order to assess customers changing preferences.
Organisations aiming for quality attract talented individuals now and then to fill some of their units, for big financial rewards. Unfortunately, their organisations almost immediately become unbalanced, giving prominence to a single department over many for the pursuit of a single goal. Strategies stall and reorientation becomes impossible. Only power and politics matter. Departments that have so called 'talented individuals' resist change and a monolithic culture takes over the corporate culture. This culture soon permeates the company systems and structures. Challenges will be avoided during decision-making processes and everything will be done according to the same routines.
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