International Business Machines, still the legal name of century-plus-old IBM, has managed over the years to pull off a dubious feat. Despite selling goods and services in one of the most dynamic industries in the world, the IT sector the company helped create, it has managed to avoid growing.
The company that was synonymous with mainframes, that dominated the early days of the personal computer (a “PC” once meant a device that ran software built to IBM’s technical standards), and that reinvented itself as a tech-consulting goliath, lagged while upstarts and a few of its old competitors zoomed past it.
What IBM excelled at more often was marketing a version of its aspirational self. Its consultants would advise urban planners on how to create “smart cities.” Its command of artificial intelligence, packaged into a software offering whose name evoked its founding family, would cure cancer. Its CEO would wow the Davos set with cleverly articulated visions of how corporations could help fix the ills of society.
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