Solving the conundrums of our father’s strategies

So here we are, as of this writing a good twenty-nine years after the “hatchet job,” and Kodak has declared bankruptcy. The once-humming factories are literally being blown up, and the company’s brand, which Interbrand had valued at $14.8 billion in 2001, fell off its list of the top one hundred brands in 2008, with a value of only $3.3 billion. 6 It really bothered me that the future was so visible in 1980 at Kodak, and yet the will to do anything about it did not seem to be there. I asked Gunther recently why, when he saw the shifts coming so clearly, he did not battle harder to convince the company to take more forceful action. He looked at me with some surprise. “He asked me my opinion,” he said, “and I gave it to him. What he did beyond that point was up to him.” Which is entirely characteristic of scientists like Gunther. They may see the future clearly, but are often not interested in or empowered to lead the charge for change. Why do I know this story so well? He happens to be my father. —The End of Competitive Advantage, Rita McGrath.

You don’t get a sudden, personal turn like that in business books much. It evoked one of the latent ideas in my head: much of my interest in “business” and “strategy” comes from dad’s all too typical career at IBM in the 80s and 90s.

Sometime in the early 80s – or even late 70s? – my dad started working at IBM in Austin on the factory floor, printed circuit boards I believe. He’d tell me that he’d work the late shift, third shift and at 6am in the morning, stop by 7-11 with his buddies to get a six pack and wait in the parking lot of the Poodle Dog bar for it to open at 8.

He moved up to management, and eventually into planning and forecasting. All for hardware. I remember he got really excited in the late 80s when he got a plotter at home so he could work on foils, that is, transparencies. We call these “slides” now: you can still get a that battlefield-twinkle out of old IBM’ers eyes if you say “foils.”

Eventually, he lived the dictum of “I’ve Been Moved” and went up to the research triangle for a few years, right before IBM divested of his part of the company selling it to Multek (at least he got to return to Austin).

As you can guess, his job changed from a long-term one where his company had baseball fields and family fun days (where we have an outdoor mall, The Domain now) to the usual transient, productivity harvesting job. He moved over to Polycom eventually where he spent the rest of his career helping manage planning and shipping, on late night phone calls to Thailand manufacturers.

In addition to always having computers around – IBM PCs of course! – there was always this thing of how a large tech company evolves and operates. At the time, I don’t think I paid much attention to it, but it’s a handy reference now that I spend most of my time focused on the business of tech.

What My Uterus Can Teach You About Being a Tech Leader

“You know, I’d love to get coffee afterwards with anyone — man or woman — who wants to talk about raising kids while working full time, but right now I think the audience really wants to hear about how I’m leading a revolution in robotics.”

What My Uterus Can Teach You About Being a Tech Leader