> Note the coverage of FS and what they describe as its "toxic aftereffects" on the corporation in Chapter 3 of Charles Ferguson and Charles Morris, Computer Wars: The Post-IBM World, Times Books, 1993. An excerpt:
>> Most corrosive of all, the old IBM candor died with F/S. Top management, particularly Opel, reacted defensively as F/S headed toward a debacle. The IBM culture that Watson had built was a harsh one, but it encouraged dissent and open controversy. But because of the heavy investment of face by the top management, F/S took years to kill, although its wrongheadedness was obvious from the very outset. "For the first time, during F/S, outspoken criticism became politically dangerous," recalls a former top executive."
https://people.cs.clemson.edu/~mark/fs.html
That has an interesting quote:
> Note the coverage of FS and what they describe as its "toxic aftereffects" on the corporation in Chapter 3 of Charles Ferguson and Charles Morris, Computer Wars: The Post-IBM World, Times Books, 1993. An excerpt:
>> Most corrosive of all, the old IBM candor died with F/S. Top management, particularly Opel, reacted defensively as F/S headed toward a debacle. The IBM culture that Watson had built was a harsh one, but it encouraged dissent and open controversy. But because of the heavy investment of face by the top management, F/S took years to kill, although its wrongheadedness was obvious from the very outset. "For the first time, during F/S, outspoken criticism became politically dangerous," recalls a former top executive."