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That process was shaped, much more than I knew at the time, by the assumptions leaders brought because of their experiences at work. The hard part was getting the church’s leaders to agree on what to do. A few years earlier, the congregation missed a chance to buy the property next door now we were landlocked.Īs usual in congregations, the hard part was not figuring out what to do-it was obvious to me that if we were serious about ourselves and what we were doing (and at 27, I was nothing if not serious), we had to find land or a building that would permit us to continue growing. We had reached capacity in a cramped, World-War II era building on a lot with parking for eight cars. Meanwhile, at the church, we struggled with a planning challenge of our own. IBM’s plans succeeded in some ways, but failed by the key measure: making money.
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Other firms quickly came out with “IBM-compatible” computers, and Microsoft supplied them with MS-DOS, its own version of the PC operating system.
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In retrospect, we know the IBM PC succeeded better as a standard than as a product for its parent company.
#Ibm mindup software
IBM had no experience writing software for microcomputers, so they hired a tiny firm called Microsoft to do it for them. Big Blue had to come to market quickly with a standard-setting product. IBM was in a hurry-nimbler companies like Kaypro, Osborne, Apple, even Radio Shack had beaten IBM to market. I knew something was afoot-people with a secret like to drop hints, and sometimes drop them on their minister. Working outside the usual, highly bureaucratic confines of the company, the Personal Computer Division achieved the impossible, by IBM standards, when, after just a year, in 1981 they rolled out a product. I didn’t know it at first, but a few members of my congregation were working on a secret project that would have far-reaching results: a small team had begun designing the new IBM personal computer. My first ministry began in 1980 in Boca Raton, Florida.