Preface
In the early 1990s, I was a young manager in a small software development centre that IBM Europe, Middle East and Africa (EMEA) set up a few years previously in Dublin, Ireland. This centre had been established after the case was made by the IBM Ireland sales and marketing unit to EMEA headquarters (HQ) that it had become increasingly challenging to promote the company’s products to the government and other large clients without showing that IBM was also making a positive investment contribution to this growing economy. The availability of a ready supply of IT graduates at cost rates that were still low by European standards convinced HQ to invest in this new international software development centre. After a successful start-up, the ...
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