For an extraordinary fifty-seven-year period, the chief
executives of the International Business Machines Corporation were
Thomas J. Watson and Thomas J. Watson, father and son. IBM bears
the imprint of both men -- their ambitions and their strengths --
but it also bears the consequences of a family that was in
near-constant conflict.
Eminent historian Richard S. Tedlow explores the interplay
between the personalities of these two extraordinary men and the
firm they created. Both Watsons had deeply held beliefs about what
a corporation is and should be. These ideas helped make "Big Blue"
the bluest of blue-chip stocks during their tenure. These very
ideals, however, also sowed the seeds for IBM's disasters in the
late 1980s and early 1990s, when the company had lost sight of the
original meaning behind many of the practices each man put into
place.
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