Resignation of defense enterprises

A senior computer columnist in Singapore once wrote: "When talking about computers, we can't talk about IBM." Another Japanese computer expert asserted more clearly: "The history of computers is the history of IBM." Although their comments are biased, they also have some truth. IBM used to be, and is now, the largest computer software and hardware company in the world. Its history really includes the first half of computer history, which is the epitome and embodiment of the development of modern computer industry. Among the four generations of computers divided by electronic equipment, the first three generations obviously take IBM's computer as a "cross-generation" product symbol.

Time magazine in the United States said: "IBM's entrepreneurial spirit is unparalleled in human history ... no enterprise will bring and will bring such a huge impact on the world industry and human lifestyle like IBM." Even Bill Gates has to admit: "IBM is the real overlord of the computer industry. After all, I have been trained. " At the beginning of this century, IBM started from a small enterprise with only 1, 300 employees and a debt of $4 million, and it repeatedly dominated and was "in distress"; Its success depends on the courage to innovate at critical moments, and its mistakes often give the computer industry the deepest reflection.

In the IBM website on the Internet, they think that the history of IBM should be counted from the date when CTR was founded, but it can also be traced back to Horatius Watchmaking Company. As we all know, H.Hollerith, an American statistician, invented the first automatic tabulator, which was a great success in the census of 1890 and was known as the "father of data processing". 1896, he set up a watchmaking company, but soon got into trouble because of poor capital turnover.

1911June 15, American Wall Street venture financier C.Flent bought this watchmaking company and two other companies, International Timekeeping Company and American Slide Rule Company, and pieced them together into a company called CTR, where C stands for calculation, T stands for watchmaking and R stands for timing. However, Flint himself is not an expert in running a business, and CTR is in debt and almost on the verge of bankruptcy. Flint wanted to "capture" a new manager and help him tide over the difficulties.

19 14, Flint recruited T. thomas T.Watson, the manager in charge, who had just been fired by the American cash register company (NCR), to take charge of this business. Watson was born in a poor peasant family. He is 40 years old, with quick thinking and outstanding ability. At the age of 0/7, he/Kloc-began to sell sewing machines door to door, and was attracted by NCR boss Patterson, who was in his thirties, and slowly climbed to the second place in the company. Patterson is recognized as the "father of modern sales" in American business history. Watson worked with him for 18 years and learned a whole set of business sales strategies. Later, because of "high merit", he was kicked out by the boss.

When Watson took office, his staff were all tobacco chewers, selling only butcher scales and coffee grinders. He used the slogan of "thinking" to motivate employees and cultivate enterprise team spirit. In the first four years, the company's revenue reached 2 million US dollars, and its business expanded to Europe, South America and Asia. Watson really hates CTR, a "mixed" name. After many twists and turns, he finally changed the name of the company to a gorgeous name-International Business Machines Corporation, abbreviated as IBM.

The outbreak of World War II not only enabled IBM to survive the Great Depression in the United States, but also allowed the company to expand at a high speed. During the war, Watson signed a contract with the US Department of Defense to manufacture a large number of arms such as machine guns, sights and engines. Two-thirds of the company's new factories are put into munitions production, and the production capacity has tripled. 1945, the company had 20,000 employees, and its sales soared to1400,000. At the same time, the war also made IBM enter the computer field for the first time.

1944, Watson invested 1 10,000 yuan to send four engineers to assist Dr. H.Aiken of the Naval Ordnance Bureau to successfully develop the famous "Mark Ⅰ I" computer at Harvard University. Mark Ⅰ Ⅰ belongs to electromagnetic computer, also known as "automatic sequence control computer", which consists of more than 3000 relays. The length of the machine is about 1 5m, the height is 2.4m, the dead weight reaches 31.5t, and the operation speed is1time per second. However, this machine became "yesterday's flower" soon after its birth, and the first generation of computer products such as ENIAC and UNIVAC assembled with electron tubes came out one after another, which made IBM face a major crisis of losing its traditional watchmaking business.

Watson ordered the rapid development of IBM's own "best, latest and largest supercomputer". 1947, after spending the same 1 10,000 dollars, IBM introduced the "Selected Sequence Control Computer" (SSEC). But this machine belongs to a "hodgepodge" of tradition and innovation. 12500 electron tube and 2 1400 relay are not assembled harmoniously, with a total length of 120 feet. Although it represents IBM's progress from watchmaking industry to computer field, the industry calls it a "huge technological dinosaur", and it is not even a computer that stores programs.

Watson, a 70-year-old man, is very famous, with the largest length in Who's Who in America, with an entry of 16.5 inches. He didn't want to face up to the fact that IBM was backward, but pretended to be calm and flaunted that IBM watchmakers were "the ENIAC”； of the poor"; Almost none of IBM's engineers know electronic technology, and even the chief designer can't figure out how to install electronic tubes. Even so, old Watson still thinks that it is enough for IBM to go so far in this new thing, and he even asserts that "the demand for computers in the world market is only about five."

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In the early 1950s, thomas jr, the eldest son of Watson Sr, was ordered to carry out a fundamental reform of the company's development direction, and IBM began to transcend tradition. When I was a child, little Watson used to be a dude, but in the five years of World War II, he joined the army and flew bombers for 2500 hours, with the rank of Air Force Lieutenant Colonel. The war taught him to go forward bravely and strategize, and how to organize and unite his subordinates.

Watson Jr. first promoted Wally mcdowell, the company's only MIT graduate, as research director, hired von Neumann as company consultant, and recruited more than 4,000 energetic young engineers and technicians. At that time, the US Air Force was preparing to implement the semi-automatic ground air defense project (SAGE). Little Watson lost no time in winning this project for IBM, building an automation factory and training thousands of manufacturing and assembly workers. On this basis, IBM set out to develop a national defense general electronic computer.

This is IBM's first adventure. Only designing and manufacturing the prototype will cost 3 million dollars, and the cost of the whole plan is three or four times this amount. Little Watson named this machine "national defense computer" and later renamed it IBM70 1 mainframe. They gave up the punched card and replaced it with something unfamiliar in the past-electronic tube logic circuit, magnetic core memory and tape processor, which made the machine run at the speed of 17000 instructions per second.

1On April 7th, 953, the history of IBM turned a new page: 150 guests headed by Oppenheimer, the "father of the atomic bomb", came to the unveiling ceremony of IBM70 1 and praised this computer as "a contribution to the ultimate wisdom of mankind". Since then, IBM has relied on its strong talent strength to organize production at the rate of 12 units per year, thus reversing the passive situation in one fell swoop.

The success of 70 1 mainframe pushed IBM into the fast lane of computer development: 1954, IBM702 mainframe suitable for accounting system was introduced, which can not only perform high-speed operation, but also perform character processing, and sold 14 sets. Then, IBM704 and IBM705 computers adapted to different needs came out one after another, with sales reaching more than 250 units. While other companies were still competing in the mainframe field, Watson decided to develop medium-sized computers. 1954, IBM650 medium-sized commercial computer went on the market, and won the favor of users again with its superior performance and cheap price. The sales volume of this type of machine has exceeded 1000.

1956, the United States was re-elected, and IBM computer replaced UNIVAC computer in one fell swoop, taking the lead in the field of television. At this time, IBM has occupied about 70% of the market, leaving only seven companies headed by Remington Rand in the United States. The news media dubbed the American computer industry "IBM and the Seven Dwarfs".

1June 1956 19, Watson died at the age of 82. Only six weeks before this, Watson Jr. officially took over as president of IBM. 1958165438+1October, little Watson cut the ribbon for IBM709, which was the best computer used for scientific calculation at that time and the last electron tube computer produced by IBM.

Watson Jr. quickly expanded IBM's business to the west coast of the United States, ordered a new laboratory and factory near San Jose in Freya, California, and appointed his trusted engineer R. Johnson to be in charge. Johnson is a middle school teacher and a self-taught inventor. He led more than 30 young engineers, and in less than three years, he created a remarkable technical achievement-providing disk storage for IBM. 1957, Johnson first configured this disk device on the newly developed IBM 305 RAMAC computer. About 50 24-inch disks are assembled together to form an unprecedented super storage device-hard disk, with a capacity of about 5 million bytes and a cost of more than $6,543,800,000. The speed of accessing data is 200 times that of ordinary tape drives in the past. At the 1958 Brussels World Expo, RAMAC answered visitors' questions in 10, which caused a sensation.

In the same year, IBM also launched FORTRAN, the world's first high-level language, and Westinghouse Electric Company was fortunate to be the first commercial user of Fortran. The language was founded by programmer john backus, who led a team of 13 people, including experienced programmers and young people who just graduated from school, to design and compile software on IBM704 computer, which was completed in 1954. FORTRAN is still one of the languages of choice for scientific computing after more than 40 years.

When Watson Jr. officially became the chairman, he enthusiastically planned the transformation of IBM computers into transistors, and issued instructions to factories and laboratories everywhere, saying, "From 1956 10/0/0/0/0/0, we will no longer design machines using electronic tubes, and all computers and punch cards will be based on transistors." Three years later, IBM introduced the IBM7090 all-transistor mainframe with an operation speed of 229,000 times per second, which became the iconic product of the second generation computer. American Airlines bought two mainframes for its booking system, connecting 65 cities remotely.

This is the golden season of IBM, which has topped the list of 500 big companies in American happiness magazine. It has created astronomical figures with annual sales of billions of dollars; Of the 64 computers running in the United States, 44 are produced by IBM; Its corporate logo and commodity logo "IBM" have three capital letters, each of which is made up of eight blue stripes; Its salespeople all wear dark blue suits to represent the company's image. People began to call IBM "BigBlue".

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In the late 1950s, the development of nuclear energy research, missile design and aircraft manufacturing put forward higher requirements for computers. The United States Atomic Energy Commission proposed the need for high-speed computers, which were two orders of magnitude faster than the best computers at that time. Los Alamos Nuclear Weapons Laboratory chose IBM.

Chairman Watson Jr entrusted the design task to Steven Donwell, a talented engineer, and named the computer Stretch, which means "expanding" the new technology machine. Stretch is actually a giant machine, and Watson promises that the speed of "expansion" will be 100 times faster than IBM's existing machine.

IBM designers racked their brains for this, and used their quick wits: when the speed of components was not enough, they came up with ideas on the internal structure of computers, and they created a series of new methods, such as advanced control, cross access, simultaneous operation and automatic error correction. In this way, stretching can work in parallel on several assembly lines at the same time, which greatly improves the efficiency of the machine. However, in 196 1 year, when the first Stretch supercomputer arrived in Los Alamos, it failed to meet the design requirements, and the speed was only 60% of the original idea of 1 10,000 times per second. IBM had to reduce the price of Stretch from 6.5438+0.35 million yuan to 8 million yuan, just enough to recover the cost. Stretch*** made five sets, which caused a loss of more than 20 million dollars.

Almost at the same time, a small control data (CDC) company unexpectedly announced the successful development of the CDC6600 supercomputer. Under the auspices of Dr. seymor cray, the development cost of CDC6600 is only 7 million, but its function is three times more powerful than IBM's Stretch computer, and its operation speed reaches 3 million times per second.

IBM was shocked. Little Watson wrote excitedly in the memo: "We are a large enterprise with abundant funds and personnel. I really can't understand why IBM can't lead in the field of supercomputers. " You know, the research team of the control data company has only 34 people, including a janitor. This message, later called "gatekeeper memo", broke IBM's depressed mood. Big Blue suffered heavy losses when it first set foot in supercomputers, and soon dropped out of the competition field.

1963. At one time, the development of IBM was relatively stagnant. Its stock fell by 33% and its growth rate was only a few percent, which was the lowest since World War II. At that time, little Watson was close to 50 years old, driving the great ship IBM, with a heavy sense of mission in his heart. After weeks of anxious thinking, he seized the opportunity of the first appearance of integrated circuits and immediately launched a new research and development project. In his opinion, Realson is the best person to carry out the plan.

Verb (abbreviation of verb) Learson, the company's chief vice president, graduated from Harvard University and 1935 joined IBM. His indomitable character made him gradually rise from a salesman to the leadership of IBM. In the shadow of failure, many people in the company do not support the decision to upgrade. But Li Ersen said firmly: "Do it! Anyway, we have to do it! " He set up a committee of engineers to study the scheme of the new machine. The name of this group is "Research, Production and Development Systems Engineering Committee". Because it is difficult to acquire the knowledge of * * *, two months have passed and the plan has not been sorted out. Realson was angry with the committee members. He sent a driver to take the engineer to the motel. Finally, on February 28th, 196 1, 1, an eight-page report "Computers for IBM360 System" was completed. The new computer system was named 360, which means a 360-degree circle. It not only represents the all-round application of 360 computer from industry and commerce to science, but also represents the purpose of IBM: to provide all-round services to users. Learson's estimated expenses are: 500 million yuan for research and development, 654.38 billion yuan for production equipment, and 3.5 billion yuan for sales promotion and lease. The total investment required for the 360 project is 5 billion, which is 2.5 times that of the "Manhattan Project" of the United States to develop the first atomic bomb!

Whether the 360 computer can be successfully developed determines the future and destiny of this old company. Forbes magazine exclaimed: "IBM's 5 billion big gamble!" By his own admission, little Watson made the "biggest and most risky decision" in his life.

The engineering design manager of Learson's 360 computer is Brooks, who is responsible for coordinating the work of the four groups. Among them, three groups are led by Dr. G. gene amdahl. Amdal, a 40-year-old designer of IBM709 and IBM7030, pioneered the concept of "compatibility" of 360 computers and was later honored as "the father of IBM360".

1On April 7th, 964, on the occasion of the 50th anniversary of the founding of Old Watson, a "gamble" of 5 billion yuan won 360 series computers for IBM. * * * There are 6 models of large, medium and small computers and 44 kinds of new supporting equipment, ranging from 360/5 1 minicomputers with weak functions to minicomputers with functions over 5650.

IBM360 marks that the third generation computer has officially entered the historical stage. To celebrate its birth, IBM held press conferences in 63 American cities and 14 countries, and nearly 10,000 people attended the event. In new york, little Watson personally rented a special train to take more than 200 journalists to Poughkeepsie Laboratory. He solemnly declared to the world: "This is the most important epoch-making product since the establishment of our company." Within five years, IBM360*** sold 32,300 units, creating a miracle of computer sales and becoming people's favorite computer. Soon after, IBM370 computers compatible with 360 computers came out one after another, among which the top 370/ 168 model had an operation speed of 2.5 million times per second.

By the end of 1966, IBM's annual revenue exceeded 4 billion, and its net profit was as high as 10 billion dollars, ranking among the largest companies in the United States 10, thus establishing its leading position in the world computer market. 197 1 year, little Watson submitted his resignation to the chairman because of a heart attack. 1993 died at the age of 79.

That year, 58-year-old Lielson took over as chairman of IBM. 1973, he took the lead in formulating the retirement system for company leaders. 18 months later, he voluntarily resigned and handed over his authority to F.Cary.

Frank Cali graduated from Stanford University with a master's degree in business administration, without the technical background of previous IBM chairmen. He once joked that high school physics was the highest science and technology course he had ever studied. Throughout his tenure, he spent a lot of time dealing with antitrust lawsuits filed by the US Department of Justice. It is said that the Ministry of Justice collected 760 million documents from IBM, accusing IBM of monopolizing the computer industry and demanding that the company be dismembered, deprived and reorganized. This case dragged on for 12 years, which did great harm to IBM.

Even so, Cali established a highly appreciated management model for IBM. However, with the growing scale of the company, the bureaucratic system has seriously bound its hands and feet. IBM's success is mainly mainframe. In the early 1970 s, faced with the rise of minicomputers, it could not respond quickly and watched DEC become the overlord of minicomputers.

The most critical step for IBM to change its tradition is mainly from external pressure. At the end of 1970s, the "garage" company, represented by Apple, turned the microcomputer into a climate in just a few years. Facts have proved that the personal computer market is real, and the "Blue Giant" is in a very embarrassing situation because of its slow pace in the wave of computer revolution and the inability of huge organizations to respond quickly.

After several years of waiting and wandering, in the transitional period when Cali handed over the post of chairman to John J. Opel, IBM held a high-level secret meeting in April 1980. According to a book describing this history, Lowe, director of Boca Raton Laboratory, proposed to buy a microcomputer from Atari, which made Frank Cali furious. Cali thinks this is the most absurd suggestion he has ever heard. In order to let IBM own "Apple Computer", he ordered the establishment of a lean team in Boca Raton, and developed his own machine within one year without being bound by the company tradition. Cali stressed: "In the future, if someone asks how to make elephants tap dance, our answer is' chess'."

Chess is the secret code name of IBM personal computer development project. They selected 13 active and capable employees to form a design team, and the technical director was D.Estridge. Estech's team first studied the growth miracle of "Apple". The research results make them realize that if IBM wants to develop microcomputers that can be popularized rapidly within one year, it must implement the "open" policy and form "market synergy" with the help of scientific and technological achievements of other enterprises. Therefore, they decided to use the Intel 8088 microprocessor as the hub of the computer, making it "think much faster than communication". At the same time, IBM must entrust an independent software company to configure all kinds of software for it, so it signed a confidentiality agreement with Microsoft to develop DOS. After careful consideration, IBM decided to name the new machine "personal computer", that is, IBM PC.

In a whole year, Estech led a team of "Chess" 13 people to tackle key problems. Yu Youcheng, vice president of Intel Chinese, said: "At that time, few people realized that this group of people was about to rewrite world history." Later, around the development of PC, IBM invested 450 people. Because of Estech's great achievements in personal computers, people inside IBM respectfully call him "the father of PC". Unfortunately, the PC's "father" died young after a plane crash four years ago and failed to witness the great miracle he cultivated.

198 1 year, John Opel officially took over as the fifth chairman of IBM. 12 In August, IBM announced the birth of PC in new york, and personal computers marched into offices, schools, shops and families with unprecedented breadth and speed. On behalf of the design department, Estech announced that they would disclose all technical documents and warmly welcome colleagues to join the development of personal computers. For IBM, this step is no small matter. The world's most traditional giant group publicly announced that it had abandoned the strategy of making all hardware and software by itself, which not only allowed the vast number of users to recognize personal computers, but also prompted electronic computer manufacturers around the world to switch to PCs. The counterfeit product is IBM PC compatible machine.

The Wall Street Journal commented that IBM has made great strides into the microcomputer market and is expected to win the leading position in this emerging market within two years. Sure enough, in 1982, 250,000 IBM PC were sold. On May 8th of the following year, IBM launched an improved IBM PC/XT personal computer again, adding hard disk devices, which made the market share of that year exceed 76%. 1August, 98414th, IBM pursued the victory and put an "advanced technology" IBM PC/AT machine into the arms of users, taking the lead in adopting 80286 microprocessor chip, which can manage up to 16M of memory and perform multiple tasks at the same time. Since then, IBMPC has become synonymous with personal computers, and it has even been selected as "Man of the Year" by Time magazine. It is the greatest product of IBM in this century.

From 65438 to 0984, the scale of IBM was 40 times larger than when Watson Jr. took over, and its annual sales reached 26 billion dollars. It has been rated as one of the most acclaimed companies among the top 500 companies in the United States by Happiness magazine for many years. 1987, the total face value of the company's shares reached 106 billion, surpassing Ford Motor Company. In the tide of the third generation computer, IBM is constantly in trouble and rising. It should be said that the most important factor of "enterprise spirit" advocated by Watson Jr. is the courage to innovate, struggle and take risks. Unfortunately, Chairman John Opel was addicted to great success, which further strengthened the company's "rules", but instead prompted IBM's "entrepreneurship" to gradually slide to conservatism, rigidity and self-discipline.

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1985, John J.Akers succeeded Opel as the president of IBM, and the following year, he became the sixth chairman of the company. Axe, a naval pilot, has not only had a mediocre performance in his two years in office, but also encountered various troubles, the most headache of which is the personal computer compatible machine. The market opening policy is like a sharp "double-edged sword". On the one hand, it pushes IBM PC to the peak of success, on the other hand, it also creates many counterfeiters. A few years later, IBM-supported compatible machine manufacturers have occupied 55% of the global market, surpassing IBM itself.

1April 1987, IBM unexpectedly stepped out of the "rotten chess" and introduced the so-called "microchannel structure" bus technology. The newly developed IBM PS/2 computer is not compatible with the original ISA bus. IBM adopted a new bus structure, which was originally designed to prevent compatible computers from copying, but made its own PS/2 not widely accepted by users. Compatibility machine manufacturers naturally don't want to follow IBM's footsteps. On the same day that PS/2 computer was launched, nine compatible computer manufacturers, led by Compaq, announced the adoption of new standards compatible with the original bus, which greatly weakened IBM's market position. In this way, the "blue giant" who benefited a lot from the PC opening strategy slammed the door of opening, thus losing the qualification to command the industry alone.

When history entered the 1990s, IBM's main financial resource, mainframe business, was also hit one after another. With the increasingly powerful functions of personal computers and workstations, the demand for mainframes has dropped sharply, and IBM has finally entered a quagmire and encountered a "minefield". The situation of IBM quickly became terrible: from 1990 to 1993, it lost money year after year, and the continuous loss reached16.8 billion dollars, setting the second highest loss record in the history of American enterprises; The company's stock fell to an unprecedented $40 per share; IBMPC has been squeezed out of the top three in the international market, and there is a large backlog of mainframe products, and no one cares. In fact, no one thinks that this giant company has the possibility of saving. Its failure is as good as its success, and it has even been written into textbooks by business schools. Axe had intended to divide it into 13 parts, and repeated it in&; T (at&t) error.

1993 65438+ October, there is nothing I can do. Axe submitted his resignation to the board of directors. Among the previous chairmen, Axe set an unprecedented bad record and led the collapse of the world's largest, oldest and most successful multinational computer company. 10 years ago, the chairman of IBM used to be the most sought-after position in the world, but 10 years later, the board of directors sent a "missing persons Committee" to look for the person in charge of the company all over the world, and no one was willing to accept this mess.

1 993 On April1day, IBM held an unusual press conference at the Hilton Hotel in new york, announcing that L Guo Shina would take over as chairman and CEO. This is the "cross-industry worship" implemented by IBM's board of directors to save the defeat-Guo Shina is a famous "food king" who once worked for the largest RJR food and tobacco company in the United States. Only by using such people can we get rid of stereotypes and bring about a complete break with tradition.

Guo Shina's four brothers are well-known in the business world, and he himself is outstanding. First, I studied for an engineering degree at Dartmouth University, then got an MBA at Harvard University, and then entered McKinsey management consulting company. I became a partner at the age of 28, promoted to a director at the age of 33, and later served as the president of several big companies, which fully demonstrated my management ability and iron fist.

Guo Shina, in danger, took office under heavy pressure. He wants to reorganize IBM seriously. Contrary to company tradition, Guo Shina decisively laid off 45,000 people in six months. He completely destroyed the old production mode, ordered to stop almost all large computer production lines and smashed all unnecessary cans. At the same time, when the company was in such trouble, he also mobilized funds to build a new PC production factory in North Carolina, vowing to let IBM regain its prestige in the PC market. He told the technical department: "IBM used to play a role in a closed and proprietary stage. Today, only a fool would do that. " He even ordered the restriction on wearing a blue suit to be lifted. The "blue giant" will change the single tone and present colorful colors, and will no longer allow the slow pace of aging.

Through drastic reforms, 1994, IBM made a profit of $3 billion for the first time since the 1990s. After initially reversing the loss situation, Guo Shina aimed at the Internet. 1995, Guo Shina first proposed "network-centric computing" (NCC for short), and he thought that the network era was the best opportunity for IBM to rise again. 1On June 5th, 995, Guo Shina shocked the computer industry with a bold move, and broke out in a cold sweat: IBM bought Lotus Software Company by force with a huge sum of US$ 3.5 billion, and he took a fancy to the network software Notes. Guo Shina said: "Lotus Notes will be a key component of IBM's development strategy." Through investigation, he learned that Lotus controlled more than 34% of the enterprise network market with Notes, and IBM seized Notes, and will enter the network with the fastest shortcut in the shortest time. The world will never despise this old company in transition again.

IBM launched an offensive at the same time on the two wings of the network battlefield: high-end large servers and low-end PC desktop terminals and laptops; On the frontal battlefield, the workstation is the main direction, and the RS/6000 workstation computer became an instant hit-its other name is "Deep Blue", which defeated the legend of chess king Kasparov and became the greatest hero in the network age. From 65438 to 0995, the "Blue Giant" regained its former glory, with its turnover exceeding 70 billion for the first time, seven times that of Microsoft, and the PC sales that were depressed in the past also increased by 25%.

1997 65438+ 10, Guo Shina concluded: "Now it's time for us to settle accounts-1994 We know we can survive; 1995 is a year for us to stabilize our position; 1996 shows that we can grow; 1997 we will show the world that we will become leaders again and we no longer need any excuses. " IBM's revenue reached 78.5 billion dollars this year, just like a sleeping lion was awakened, and it made a loud roar to the world as before.

Guo Shina pointed out: "The most important thing in this industry is that every 10 years or so, you will have the opportunity to redraw the competitive landscape. We are now in the stage of re-division, and future winners and losers are born here. " On behalf of IBM, he announced to the world that the "Blue Giants" were eager to win the war they had lost.