The Economist reports that IBM will be celebrating its centenary next week. The article goes onto suggest how IBM lasted this long:
More interestingly than this, the article goes on to look at the tech giants of today to ask the question "which [...] look best placed to live to 100?"
Apple
Dell
Oracle
Microsoft
IBMs secret is that it is built around an idea that transcends any particular product or technology. Its strategy is to package technology for use by businesses. At first this meant making punch-card tabulators, but IBM moved on to magnetic-tape systems, mainframes, PCs, and most recently services and consulting. Building a company around an idea, rather than a specific technology, makes it easier to adapt when industry platform shifts occur
More interestingly than this, the article goes on to look at the tech giants of today to ask the question "which [...] look best placed to live to 100?"
Apple
AmazonThe most obvious example is Apple (founded in 1976). Like IBM, it had a near-death experience in the 1990s, and it is dangerously dependent on its founder, Steve Jobs. But it has a powerful organising idea: take the latest technology, package it in a simple, elegant form and sell it at a premium price. Apple has done this with personal computers, music players, smartphones and tablet computers, and is now moving into cloud-based services (see article). Each time it has grabbed an existing technology and produced an easier-to-use and prettier version than anyone else. This approach can be applied to whatever technology is flavour of the month: Apple has already shifted from PCs to mobile devices.
Dell
Oracle
Microsoft
Microsoft (1975) is hugely dependent on Windows, which is its answer to everything. But software for a PC may not be the best choice to run inside a phone or a car. All these firms are wedded to specific products, not deeper philosophies, and are having trouble navigating technological shifts.