The fizzling of OS/2 was as much IBM's fault as anything. If they'd paid more attention to it sooner, MS might never have shipped Windows; they'd just have made their office applications OS/2 GUI programs. But IBM was too fixated on its mainframes to realize that they were giving away the PC market to MS (again--they did it the first time by licensing DOS to MS).
Before Facebook, I used Friendster. Years later, I read how Friendster execs were too busy patting themselves on the back and flying around on private jets to get around to fixing the horrendous site lag of sometimes a minute to even sign into the web app. How could a company's leadership be so foolish? I understood this paled in comparison to the doomed arrogance of IBM's leaders when I read stories about IBM's downfall in the delightful book In Search of Stupidity: Over 20 Years of High-Tech Marketing Disasters.
Wait, did IBM license DOS to Microsoft? I thought IBM was looking for an operating system for the PC and approached Kildall about CP/M. That deal fell through, so they approached Microsoft. Gates didn't have anything, so he licensed QDOS for a song and licensed it to IBM.
I was being somewhat sloppy. IBM bought DOS from Microsoft for the IBM PC--but neglected to buy exclusive rights to it, so Microsoft could and did sell it on its own as MS-DOS. (And later, other vendors began selling their own versions.) For PC users, this was a great deal, since it effectively made the IBM PC an open standard. But it meant that IBM captured much less value from DOS and PCs than Microsoft did.
The fizzling of OS/2 was as much IBM's fault as anything. If they'd paid more attention to it sooner, MS might never have shipped Windows; they'd just have made their office applications OS/2 GUI programs. But IBM was too fixated on its mainframes to realize that they were giving away the PC market to MS (again--they did it the first time by licensing DOS to MS).
Before Facebook, I used Friendster. Years later, I read how Friendster execs were too busy patting themselves on the back and flying around on private jets to get around to fixing the horrendous site lag of sometimes a minute to even sign into the web app. How could a company's leadership be so foolish? I understood this paled in comparison to the doomed arrogance of IBM's leaders when I read stories about IBM's downfall in the delightful book In Search of Stupidity: Over 20 Years of High-Tech Marketing Disasters.
Wait, did IBM license DOS to Microsoft? I thought IBM was looking for an operating system for the PC and approached Kildall about CP/M. That deal fell through, so they approached Microsoft. Gates didn't have anything, so he licensed QDOS for a song and licensed it to IBM.
I was being somewhat sloppy. IBM bought DOS from Microsoft for the IBM PC--but neglected to buy exclusive rights to it, so Microsoft could and did sell it on its own as MS-DOS. (And later, other vendors began selling their own versions.) For PC users, this was a great deal, since it effectively made the IBM PC an open standard. But it meant that IBM captured much less value from DOS and PCs than Microsoft did.