By Edgar H Schein
Electronic gear company accomplished revenues of over $14 billion, reached the Fortune 50, and used to be moment purely to IBM as a working laptop or computer producer. notwithstanding accountable for the discovery of speech popularity, the minicomputer, and native region networking, DEC eventually failed as a enterprise and used to be offered to Compaq company in 1998. This attention-grabbing sleek Greek tragedy by means of Ed Schein, a high-level advisor to DEC for forty years, indicates how DEC's particular company tradition contributed either to its early successes and later to an organizational stress that prompted its final downfall.
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Extra info for DEC Is Dead, Long Live DEC: The Lasting Legacy of Digital Equipment Corporation
Communicating the nuances of how a culture works is difﬁcult. We will rely on a mixture of stories and analysis to bring out both the concrete detail of how things happened and the underlying implications of those events. We will supplement these stories and analyses with quotes from DEC employees and managers as well as with formal written materials from different times in DEC’s history. THE ORGANIZATION OF THE BOOK The book’s structure reﬂects three organizing principles: (1) chronological history; (2) the three evolutionary streams of technology, organization, and culture; and (3) the multiple points of view of the authors and other ex-DEC managers who made contributions to the manuscript.
Their own family, educational, and occupational backgrounds inﬂuence their values and assumptions. To understand the evolution of a particular company’s culture, therefore, requires an understanding of both the personal backgrounds of the founders and leaders and of the technological context in which the organization was created. Organizational dilemmas arise when the external technological environment evolves and the organization grows and ages while the founders continue to operate in terms of the technological and managerial values that they grew up with.
This assumption was of course reinforced because many of the people who were hired early in DEC’s history were technically sophisticated engineers. DEC was one of the few companies that successfully implemented a “dual ladder” that permitted engineers who had gone into management to return to engineering without any kind of career penalty. Senior consulting engineers were a much-respected group that had status comparable to senior vice presidents. As we will see, destructive conﬂicts between engineering groups in the 1980s were largely about technology advancement, not about business issues per se.
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