The factors led to IBM's success during the 1960s and 1970s including: 1. The l aunch of System 360 m ainfr ame computer f amily. It covered a wide r ange of applic ations th at suited the signific ant needs of the customer.
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During the 1980s, IBM's significant investment in building a world class research organization produced four Nobel Prize winners in physics, achieved breakthroughs in mathematics, memory storage and telecommunications, and made great strides in expanding computing capabilities.
These government partnerships, combined with pioneering computer technology research and a series of commercially successful products (IBM's 700 series of computer systems, the IBM 650, the IBM 305 RAMAC (with disk drive memory), and the IBM 1401) enabled IBM to emerge from the 1950s as the world's leading technology firm.
Other IBM innovations during the early 1970s included the IBM 3340 disk unit – introduced in 1973 and known as "Winchester" after IBM's internal project name – was an advanced storage technology which more than doubled the information density on disk surfaces. Winchester technology was adopted by the industry and used for the next two decades.
1 1942: Training for the disabled. IBM launches a program to train and employ disabled people in Topeka, Kansas. ... 2 1943: First female vice president. IBM appoints its first female vice president. 3 1944: ASCC. ... 4 1944: United Negro College Fund. ... 5 1945: IBM's first research lab. ...
IBM computers provide data for launching and tracking Project Echo, the U. S. pioneering experiment in space communications. The IBM-developed Mark II language translator translates Russian into English. The Systems Research Institute opens as first graduate-level school in computer industry to educate people for advanced work in data processing ...
1966. 1967. 1968. 1969. IBM introduces the Stretch computing system, the most powerful computer of its day, which pioneered such advanced systems concepts as lookahead, pipelining, the transistor and the byte. The company also introduces the solid-state 7000 series computers, replacing the 700 series of vacuum-tube machines.
The Systems Research Institute opens as first graduate-level school in computer industry to educate people for advanced work in data processing systems engineering. IBM begins donations to the National Scholarship Fund for black students. Employees. 104,241.
The 305 RAMAC scores the Winter Olympic Games in California, marking the beginning of four decades of IBM technical support for the Olympic Games.
IBM offered a full range of hardware, software, and service agreements, so that users, as their needs grew, would stay with "Big Blue.". Since most software was custom-written by in-house programmers and would run on only one brand of computers, it was too expensive to switch brands.
His motto was " THINK ". Customers were advised to not "fold, spindle, or mutilate" the cardboard cards. IBM's first experiments with computers in the 1940s and 1950s were modest advances on the card-based system. Its great breakthrough came in the 1960s with its System/360 family of mainframe computers.
The Nazis made extensive use of Hollerith equipment and IBM's majority-owned German subsidiary, Deutsche Hollerith Maschinen GmbH (Dehomag), supplied this equipment from the early 1930s. This equipment was critical to Nazi efforts to categorize citizens of both Germany and other nations that fell under Nazi control through ongoing censuses. This census data was used to facilitate the round-up of Jews and other targeted groups, and to catalog their movements through the machinery of the Holocaust, including internment in the concentration camps.
1890 -1895: Hollerith's punched cards used for 1890 Census. The U.S. Census Bureau contracts to use Herman Hollerith 's punched card tabulating technology on the 1890 United States Census. That census was completed in 6-years and estimated to have saved the government $5 million. The prior, 1880, census had required 8-years. The years required are not directly comparable; the two differed in: population size, data collected, resources (census bureau headcount, machines, ...), and reports prepared. The total population of 62,947,714, the family, or rough, count, was announced after only six weeks of processing (punched cards were not used for this tabulation). Hollerith's punched cards become the tabulating industry standard for input for the next 70 years. Hollerith's The Tabulating Machine Company is later consolidated into what becomes IBM.
1925: First tabulator sold to Japan. In May 1925, Morimura-Brothers entered into a sole agency agreement with IBM to import Hollerith tabulators into Japan. The first Hollerith tabulator in Japan was installed at Nippon Pottery (now Noritake) in September 1925, making it IBM customer #1 in Japan.
Watson's factories, running full tilt for six years with no market to sell to, created a huge inventory of unused tabulating equipment, straining IBM's resources. To reduce the cash drain, the struggling Dayton Scale Division (the food services equipment business) was sold in 1933 to Hobart Manufacturing for stock.
IBM had subsidiaries and operations in 70 countries in its early years. They included Austria, Belgium, Bulgaria, Czechoslovakia, France, Germany, Italy, Japan, the Netherlands, Norway, Poland, Romania, the Soviet Union, Sweden, Switzerland, Yugoslavia, and others.
At an IBM exhibit at the 1958 World's Fair in Brussels, the RAMAC answered world history questions in ten languages. Also in 1957, IBM introduced FORTRAN (FORmula TRANSlation), a computer language based on algebra, grammar and syntax rules. It became one of the most widely used computer languages for technical work.
But vacuum tubes rapidly moved computers into business applications such as billing, payroll and inventory control. By 1959, transistors were replacing vacuum tubes. The IBM 7090, one of the first fully transistorized mainframes, could perform 229,000 calculations per second.
In particular, the historical perspective is derived from months of on-site research at IBM’s headquarters in Armonk, New York. I wish to give special thanks to John Akers, Walton E. Burdick, Ned C. Lautenbach, George Conrades, Jack Riley, and dozens of other IBM employees who generously shared their knowledge.
IBM is making a comeback. Although many observers had counted the company out — “It’s a dinosaur, an implosion, a wreck,” various commentators said — its revival was probable, even predictable, because cycles of decline and revitalization have been the company’s pattern through many decades.
To say that IBM’s recovery was predictable and that it has followed traditional paths is not to belittle the achievement of its managers. The IBM that existed when Lou Gerstner became CEO was bloated with excess bureaucracy and cost, and its people were demoralized. Initially, Gerstner’s top management team cut costs and downsized.