Open nature of PC allowed for truly free/open source software to exist which can be functional without big corporate lockdown. I can fully assemble it with parts I can buy individually and as long as they are compatible (which is mentioned on the box, no hidden knowledge here) I can expect it to work within the mentioned warranty.
My PC based computers can be booted and fully functional with Debain, Fedora and (put your favorite Linux, BSD distro here mine is openSUSE Tumbleweed). There is no parallel ecosystem which yet, which rivals PC in terms of open specs and fully tinkerable hardware and software.
Macbooks are locked down with Apple and forget about your own hardware.
Android seemed like a competitor, but closed nature of its development and lack commodity hardware around ARM based phones means that FOSS layer exists only in user bases apps. We have custom ROMs which require bootable blobs from vendors and its non-reliable and breaks often.
lol I remember years ago, people complained so much about "Wintel." And while I'm currently in the Linux+AMD camp, Intel and Windows are still far more open than any ARM+Android/iOS/anything world
> First, IBM didn’t make the most of its dominance. It did little to make the IBM version of the PC truly unique.
They tried, in the form of the previously mentioned PS/2. They just squeezed a little too hard. There was also the PCjr, which was riddled with enough technical flaws at a blistering price point for it to also be a massive flop (Charlie Chaplin is also not exactly a great choice to sell to a market that was already trending younger). IBM might have eventually gotten it right, they just lost the will to keep trying. Their business model depended on landing corporate whales buying high-margin products and services; common commodities were a plebeian concern beneath them.
> I don’t think that culturally IBM ever really felt that the PC was a true IBM product
This makes perfect sense. In the early 2010s I worked with what remained of IBM development and was surprised at the dysfunction, complete lack of manufacturing culture and engineering approaches. I couldn't believe that this culture could produce a successful product. Guess what, it actually didn't.
PC only got where it was thanks to the mistakes that made clones possible.
Everyone else, including other IBM offerings, were all about vertical integration.
It is no coincidence that nowadays with PC desktops being largely left to enthusiastics and gamers, OEMs are all doubling down on vertical integration across laptops and mobile devices, as means to recoup the thin margins that have come to be.
The original IBM PC was proprietary only in its BIOS. It was a mistake IBM regretted very soon and tried to fix with an PS/2 architecture, MCA bus, and even OS/2 operating system.
But Microsoft and the companies that made PC clones did everything to keep this "mistake" alive.
In fact, the openness of the PC platform is a historical accident. Other proprietary personal computer manufacturers (like Apple, Commodore and Atari) also never planned to create an open platform either. The closest thing was the 8-bit MSX platform, which was a Microsoft thing for the Japanese market, and it was very soon outdated.
I think the big change over the past 17 years has been the app stores (and on the less 'personal' computer side businesses will be on support contracts), the from the manufacturers point of view hardware and software is a loss leader to try and funnel users to where they do as much computer related commerce through their middle-man. In some ways it's an evolution of bundling software where that would be another source of income.
> First, IBM didn’t make the most of its dominance. It did little to make the IBM version of the PC truly unique.
Remember IBM had gone through a very painful antitrust case and was still subject to the consent decree. I’m not sure right now of the terms, but it certainly limited the leverages IBM could apply against third parties profiting from the PC.
This reads like a case study from "The Innovator's Dilemma" by Clayton Christensen.
TL;DR: big incumbents (e.g. IBM) get out-innovated and replaced by scrappy startups even when the incumbent sees it coming and tries to react. The incumbent's business processes, sales metrics (NPII in this story), internal culture and established customer base make it impossible for an innovative product to succeed within the company.
The incumbent produces an innovative gadget. It may even be good, but its Sales Dept earn their quarterly bonus from the existing product line sold to the existing customers. They haven't got time to go chasing small orders of the new gadget from new customers who they don't have a relationship with, and the existing customers don't see the point of the new gadget. So orders for the gadget stagnate.
Across town is the small scrappy start-up making a similar gadget. It lives on those small orders and has a highly motivated sales person who chases those orders full time. So their orders grow, their product improves from the market feedback, and one day the new gadget is actually better than the incumbent's main product. At that point the incumbent goes out of business.
IBM didn't create an innovative product though. If you look at the era, there were dozens of machines of a similar style on the market, either z80 or 8080, 8088, even 8086... but they ran CP/M. PC-DOS was effectively a kind of fork / rip-off of DR's CP/M, but clean room and customized for 8086.
IBM created a rather generic machine using off the shelf components, and someone else's operating system.
Innovation factor was almost zero.
The only advantage it had was it had IBM's name on it, and IBM was still a Really Big Deal then. It brought "respectability" to a thing that before was still a weird subculture.
IBM tried to make a more thoroughly "IBM" proprietary PC product first with the PCjr and then especially with the PS/2. Attempted to lock down the hardware a bit more, introduced the Microchannel bus/architecture, etc.
But it was too late, and they didn't have the power they thought they had.
>I don’t think that culturally IBM ever really felt that the PC was a true IBM product.
That was true everywhere. I worked at a mini company at the time when the PC came out. People in that company looked at the PC as a cool thing, but not a real computer.
In 10 or so years, the PC killed of almost all mini computer companies. Some even speculated that was the main reason for IBM to create the PC :)
Open nature of PC allowed for truly free/open source software to exist which can be functional without big corporate lockdown. I can fully assemble it with parts I can buy individually and as long as they are compatible (which is mentioned on the box, no hidden knowledge here) I can expect it to work within the mentioned warranty.
My PC based computers can be booted and fully functional with Debain, Fedora and (put your favorite Linux, BSD distro here mine is openSUSE Tumbleweed). There is no parallel ecosystem which yet, which rivals PC in terms of open specs and fully tinkerable hardware and software.
Macbooks are locked down with Apple and forget about your own hardware.
Android seemed like a competitor, but closed nature of its development and lack commodity hardware around ARM based phones means that FOSS layer exists only in user bases apps. We have custom ROMs which require bootable blobs from vendors and its non-reliable and breaks often.
They tried, in the form of the previously mentioned PS/2. They just squeezed a little too hard. There was also the PCjr, which was riddled with enough technical flaws at a blistering price point for it to also be a massive flop (Charlie Chaplin is also not exactly a great choice to sell to a market that was already trending younger). IBM might have eventually gotten it right, they just lost the will to keep trying. Their business model depended on landing corporate whales buying high-margin products and services; common commodities were a plebeian concern beneath them.
This makes perfect sense. In the early 2010s I worked with what remained of IBM development and was surprised at the dysfunction, complete lack of manufacturing culture and engineering approaches. I couldn't believe that this culture could produce a successful product. Guess what, it actually didn't.
Everyone else, including other IBM offerings, were all about vertical integration.
It is no coincidence that nowadays with PC desktops being largely left to enthusiastics and gamers, OEMs are all doubling down on vertical integration across laptops and mobile devices, as means to recoup the thin margins that have come to be.
But Microsoft and the companies that made PC clones did everything to keep this "mistake" alive.
In fact, the openness of the PC platform is a historical accident. Other proprietary personal computer manufacturers (like Apple, Commodore and Atari) also never planned to create an open platform either. The closest thing was the 8-bit MSX platform, which was a Microsoft thing for the Japanese market, and it was very soon outdated.
And also cloud applications, which are useless without the harder-to-clone data center part.
Remember IBM had gone through a very painful antitrust case and was still subject to the consent decree. I’m not sure right now of the terms, but it certainly limited the leverages IBM could apply against third parties profiting from the PC.
TL;DR: big incumbents (e.g. IBM) get out-innovated and replaced by scrappy startups even when the incumbent sees it coming and tries to react. The incumbent's business processes, sales metrics (NPII in this story), internal culture and established customer base make it impossible for an innovative product to succeed within the company.
The incumbent produces an innovative gadget. It may even be good, but its Sales Dept earn their quarterly bonus from the existing product line sold to the existing customers. They haven't got time to go chasing small orders of the new gadget from new customers who they don't have a relationship with, and the existing customers don't see the point of the new gadget. So orders for the gadget stagnate.
Across town is the small scrappy start-up making a similar gadget. It lives on those small orders and has a highly motivated sales person who chases those orders full time. So their orders grow, their product improves from the market feedback, and one day the new gadget is actually better than the incumbent's main product. At that point the incumbent goes out of business.
IBM created a rather generic machine using off the shelf components, and someone else's operating system.
Innovation factor was almost zero.
The only advantage it had was it had IBM's name on it, and IBM was still a Really Big Deal then. It brought "respectability" to a thing that before was still a weird subculture.
If it is not "it is," it's "its."
-----
Or to be clear (lol),
1) The possessive of "it" is "its."
2) "It's" is a contraction of "it is."
But it was too late, and they didn't have the power they thought they had.
That was true everywhere. I worked at a mini company at the time when the PC came out. People in that company looked at the PC as a cool thing, but not a real computer.
In 10 or so years, the PC killed of almost all mini computer companies. Some even speculated that was the main reason for IBM to create the PC :)
Nowadays not only they own one of the few UNIX proper left standing, they also own everything Red-Hat contributes for.