IBM
0246 IBM GSD Marketing Group
After several years in IBM Education Department, and latterly in GSD Education, I was promoted, from the 55 to 56 level - in IBM's terms. I then moved to GSD Marketing; the main function of which then was to launch new products. It was, therefore, part of the new products process.
The management of new products before they got to launch was the responsibility of Product Line. They were called this because the UK was one of only a handful of countries in the IBM World Trade operation that actually had input into the new product process. Having said that, we still had very little control over most of the new product process, since this was mainly the responsibility of the labs. All Product Line could do was input customer requirements and comment on changes they, accordingly, wanted to make to the new products
After launch, the marketing of the products, in those days, was typically -- at least in DP division -- handled by the industry marketing departments. In later times these disappeared off the map, but at that time they had something like 1,000 staff handling the various industry sectors.
The marketing group, in my case in GSD, handled the bit in between; the launch itself. Having said that, it was quite a lengthy process, since the first part of it overlapped with Product Line, as we took over progressively over during the year before the launch itself.
I wanted to get into this group since I thought it best suited my marketing talents. Unfortunately, it was run by something of cowboy; Keith. He was a nice guy, but was a frustrated showman rather than a marketing professional. What is more, my marketing professionalism rankled him -- since it often got in the way of the show he wanted to put on.
When I arrived the big new product on the stocks was the IBM System/34. Or at least it wasn't really the big new product because that (the S/38) was not quite ready. Instead, the S/34 was something of a stop gap measure. It was really an upgraded System/3. The hardware itself was as leading edge as it could be made, but the all-important software was just a modification to that used on the System/3. This is not to say that it was old compared with the competitors in the field. For example the System/3 had many features built in which IBM would never unlock, since there was never a competitive requirement to use them. IBM typically built boxes with many new features already in place, and often it was just a matter of opening the covers of the box and turning a switch to upgrade it quite dramatically. This had certainly been true earlier of ‘virtual storage’ on the S/370 range. It had been there all the time, but was only switched on when it was needed to beat tough competition.
Having said all that, the System/34 was actually not a great step forward. Even so we had to pretend that it was. Accordingly, we planned a major new product launch at the New London theatre. This was just before Andrew Lloyd Webber’s ‘Cats’ moved into the theatre, and monopolised it for the next 30 years. In fact the New London Theatre was ideal for the event, since it could seat the whole GSD division and, after the presentation, they could go downstairs to the various function rooms where they could eat lunch.
Although I was only a helper at this occasion, I was in my element. I've always wanted to be involved in the performing arts, especially the theatre or film; and this was very much a performance. Keith, ever the showman, arranged the highlight as being a, near complete, executive jet seemingly taxiing onto the stage; and the door opening so that the new divisional manager could run down the steps to make his speech to the assembled throng. It worked very well and impressed everyone. But, as a marketing man, I wondered just what message it was conveying. I guess, in fact, it was conveying a message of excitement, where there wasn't much exciting about the machine -- though GSD sold hundreds over the next few years, since IBM machines were anyway far better than was needed to the job.
Even so, it was fascinating to watch everything being set up, and mingling with the various stage technicians and directors and IBM senior management. But it was a time when you had to spend long hours in the job. Thus, we didn't finish the setup until something like four o'clock in the morning; when we had to go on again at nine o'clock the following morning. The main reason for this was that the senior management, who - aided by an autocue - were making the various speeches, were so nervous that they had to keep going over their speeches. I have always said that if you are making this sort of speech you should give up a day before and relax; but it never seems to happen in practice.
This was where I was let in on the secret of Frank Cummiskey's talent. As one of IBM's popular vice presidents, he was renowned for making ‘off the cuff’ speeches. He used to just sit on the edge of the stage and talk to the audience, as if it was the first thing that came into his head. He too was one of those working at four o'clock in the morning. In his case he wasn't nervous. It was just the act of a professional. He had only come in the previous afternoon. Even so, he went over the over his speech until he got it absolutely word perfect. What is more he had us sit there and advise him on what changes he needed to make for the United Kingdom. It looked like his speech was effortless, but it wasn't; it was incredibly professional.
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