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Inverting the Paradox of Excellence
book

Inverting the Paradox of Excellence

by Vivek Kale
July 2014
Intermediate to advanced content levelIntermediate to advanced
442 pages
21h 44m
English
Productivity Press
Content preview from Inverting the Paradox of Excellence
262 Inverting the Paradox of Excellence
the mainframes. He hoped that this change would force IBM managers to change their mindset and
support the company’s move into the new markets.
IBM’s top managers had risen up the ranks of IBM from the mainframe division and
were conditioned by the idea that the level of computing power was everything: big
machines meant big revenue. IBM’s mainframe managers saw the potential earning
power of the minicomputer as insignicant when compared to the huge revenues gen-
erated by its mainframes. Cary’s change of structure created huge divisional rivalry between
mainframe and minicomputer managers. The mainfra
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Publisher Resources

ISBN: 9781466592162