Newsgroups: comp.unix.wizards Path: utzoo!utgpu!jarvis.csri.toronto.edu!hub.toronto.edu!thomson From: thomson@hub.toronto.edu (Brian Thomson) Subject: Re: AT&T Joining OSF Message-ID: <8808101729.AA06973@beaches.hub.toronto.edu> Organization: University of Toronto References: <347@spies.UUCP> <670025@hpclscu.HP.COM> <24355@bu-cs.BU.EDU> Date: Wed, 10 Aug 88 12:09:57 EDT In article <24355@bu-cs.BU.EDU> madd@bu-it.bu.edu (Jim Frost) writes: >.... IBM became big by being reliable; they never >did anything really new so what they had was most likely going to >work. Then, in article <4459@cbmvax.UUCP> ditto@cbmvax.UUCP (Michael "Ford" Ditto) adds: >On the other hand, IBM is high up on my list of companies that >contribute to the "state of the art" of high technology. IBM >pours millions of dollars into abstract and obscure research >projects which may or may not show promise of being "profitable". >Look at Mandelbrot's work with fractals, for example. IBM's strategy becomes obvious if you combine these thoughts with some recent events: 1) Sponsor leading-edge research, but 2) Continue to market products based on proven technology. 3) Wait a few years until some smaller, more aggressive, and more agile companies have developed and commercialized the results of (1), then 4) Finally start using it yourself, and while you're at it, 5) Start making some noise about those patents you were careful to file during stage 1 ! Pretty sharp! You can get the benefits of new technology without risking any of your valuable credibility. By the time you use it, someone else has gone out on that limb and established market acceptance. With tongue in only one cheek, -- Brian Thomson, CSRI Univ. of Toronto utcsri!uthub!thomson, thomson@hub.toronto.edu