Ibm

James W. Cortada is an unusual hybrid: an Ibm employee for thirty-eight years in field and staff positions and a business historian with numerous books and articles on the history of information processing. His long experience in sales and management and his access to Ibm personnel grounds this imposing and impressive history firmly in the lived experience of the company's American employees. Framing Ibm's history are continual technological changes, evolving government actions shaping Ibm's political and economic environment, and the company's evolution into a hub for ecosystems of business activities. Cortada credits Ibm's strong corporate culture for the firm's success. The "Ibm way," summarized by Thomas J. Watson Jr., meant "respecting the individual, offering the best customer service, and working in a 'superior fashion.' (p. 236). Respecting employees meant an open-door policy for grievances, full employment, and salaries instead of hourly pay. Cortada also emphasizes the importance of sales agents and customers in shaping demand and Ibm products. While tension between engineering and sales is inherent, Ibm did better than many companies in ensuring good communication between the two groups. Good sales agents not only sold products but also educated their clients in using them and provided detailed feedback about customer needs and information about competitors

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