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with the aid of James W. Cortada
The Ferranti Mark 1: World’s First Commercially obtainable established-aim computing device
What Does It Take to keep a traditional Mainframe Alive?
How the IBM 1403 Printer Hammered Out 1,100 strains Per Minuteimage: Mark Richards/laptop heritage Museum IBM spent US $5 billion to construct the gadget/360, brought in 1964. These 9-song magnetic tape drives have been among the many S/360’s one hundred fifty-product line.
a short list of probably the most transformative products of the past century and a half would consist of the lightbulb, Ford’s model T—and the IBM equipment/360. This mainframe series always changed the desktop industry and revolutionized how corporations and governments labored, improving productiveness and making countless new projects viable.
within the years main as much as its 7 April 1964 launch, besides the fact that children, the 360 turned into probably the most scariest dramas in American business. It took an almost fanatical commitment in any respect degrees of IBM to bring on this unbelievable collection of machines and application. whereas the technological improvements that went into the S/360 were crucial, how they had been created and deployed bordered on disaster. The business experienced what science coverage skilled Keith Pavitt called “tribal war”: americans clashing and taking part in a rapidly turning out to be business with unstable, and in some instances unknown, applied sciences, as uncertainty and ambiguity dogged all the protagonists.
sooner or later, IBM turned into massive and distinctive ample in talent, staffing, financing, and materiel to be triumphant. In a virtually entrepreneurial trend, it took talents of emerging technologies, no count the place they had been observed in the commercial enterprise. In hindsight, it gave the impression a sloppy and ill-recommended undertaking, chaotic in execution and yet brilliantly a success. We live in an age that celebrates innovation, so inspecting instances of how innovation is accomplished can best illuminate our figuring out of the system.
by means of the conclusion of the Nineteen Fifties, desktop users confronted a seemingly intractable problem. Had it no longer been solved, it would have avoided computer systems from fitting common, and any ideas of residing in an suggestions Age would have been fiction.photo: IBM The S/360 changed into designed to substitute IBM’s 1401 mainframe, which was customary however couldn’t be improved or upgraded.
agencies have been buying computers in terrific numbers, automating many of the old punch card operations and doing greater with data processing. The popularity of the IBM 1401 illustrates the speedy adoption of computing. Over 12,000 of those systems were bought from their introduction in 1959 to 1971, when IBM retired the line.
With the 1401 so dominating the computer company, any issues with it had been critical. one in all them became that the 1401 turned into too small.
clients discovered these machines so helpful that they stored piling more work on them, achieving the device’s potential. They then had three options: circulation to a bigger IBM system, similar to an IBM 7000, install a competitor’s device, or purchase greater 1401s. None of these alternate options turned into eye-catching. To trade to an even bigger device required rewriting utility, because the historical utility would not work on a different category of computing device. The cost of rewriting might without problems exceed the economic merits of moving to an even bigger desktop. Such a change also called for retraining workforce or hiring new workforce ordinary with the brand new gadget. including more devices of the identical gadget was equally unattractive because each and every unit required duplicate body of workers, gadget, and upkeep of hardware and software. clients wanted programs that had been “upgradable” or “compatible,” such that as their wants grew, they might usher in better machines however nevertheless run the same software and peripheral equipment. in the Fifties and early Nineteen Sixties, it was a desire, and for carriers an aspiration.
IBM had worse problems than its shoppers did. The 1401s had been proving so normal that engineers in Endicott, N.Y., which had developed the system, resisted attempts through their counterparts in Poughkeepsie to build better computer systems, leading to transforming into competition between both groups. As one engineer recalled, “So extreme became it that once in a while it gave the impression to exceed the rivalry with exterior opponents.” methods made through Poughkeepsie would no longer run programs written for the 1400 series. purchasers desirous to circulation from the smaller 1400s to the higher Poughkeepsie machines put expanding pressure on IBM to give compatibility. Senior administration had to cope with the prices of sustaining R&D for a half-dozen incompatible product traces and practising IBMers to sell and maintain so many programs.
Consensus grew that IBM needed to get right down to one device to simplify production, reduce the charge of R&D, and be greater aggressive in opposition t a growing array of competitors. If consumers needed to upgrade within the early Sixties, they could just as without problems movement to a competitor’s machine, on the grounds that they'd have to rewrite their utility anyway.
The power of compatibility changed into proven in the fall of 1960, when IBM introduced the more potent 1410 to substitute the 1401. utility and peripheral gadget for the 1401 worked with the more moderen computing device. consumers and IBM income adored that reality. Poughkeepsie’s engineers were close to finishing work on a set of four computers everyday as the 8000s that have been suitable with the 7000s.photograph: IBM To get the S/360 off the floor, T. Vincent Learson compelled engineering factions within IBM to cooperate.
T. Vincent Learson—referred to as Vin or T.V.—turned into in charge of future product development because the vp of producing and building. A talented problem solver, he knew he needed to circulation instantly to damage down the contention between Endicott and Poughkeepsie. IBM’s CEO on the time, Thomas J. Watson Jr., later described what came about: “He did it by means of applying a management approach called ‘abrasive interplay.’ This means forcing individuals to swap facets: taking the properly engineer from the small-computer division and making him boss of the most fulfilling development group within the giant-desktop division. a lot of people concept this made about as a great deal feel as electing Khrushchev president.”
Learson changed the Poughkeepsie supervisor in can charge of the 8000 venture with Bob O. Evans, who had served as the engineering manager for the 1401 and 1410. Evans liked compatibility throughout all future items. After ninety days in his new role, Evans informed that work on the 8000s be stopped and that each sites begin working “to develop a complete cohesive product line.” He also proposed a daring new base know-how for all future techniques, referred to as solid logic technology (SLT), to make IBM’s machines more aggressive.
Frederick P. Brooks Jr., who led the design crew for the 8000, fought back. Evans and Brooks had been ambitious opponents. the two engineers each had years of event operating engineering and product building activities at IBM, and that they had been articulate and incredibly respected by using their staffs and senior administration. Brooks was no longer as excessive rating as Evans, so Learson brought in Jerrier A. Haddad, who had spent the old two years in can charge of the superior Engineering construction Division, to look at the proposed strategies of Evans and Brooks. Haddad recommended going with Evans’s concepts, and Learson killed the 8000 mission in may 1961.
Bob Evans immediately asked Brooks to enhance the plan for a compatible household of computers. Brooks changed into flabbergasted, however he authorized, and with that the two engineering communities stopped feuding and commenced participating. there have been nevertheless opponents within the company, however no be counted—the trajectory towards a typical device had been set.photos: IBM Bob O. Evans [left] recommended killing IBM’s higher 8000 mainframe in desire of a new line of compatible computer systems. Frederick P. Brooks Jr. [middle], who led the 8000’s design, objected, but Jerrier A. Haddad [right] sided with Evans. Evans then asked Brooks to work on the new line, which became the S/360.
Learson additionally assigned John W. Haanstra, president of the commonplace items Division, which produced the 1400s, to chair an interior project drive known as spread (for techniques Programming, analysis, Engineering, and development), with Evans as vice chair. Brooks later joined the project drive. In December 1961, the community introduced its technical innovations.
Their record known as for five suitable computer systems, labeled processors (defined as the desktop, its reminiscence, and channels to connect to peripheral device). The utility and peripherals for one processor have been to work with all different processors. The plan referred to as for the usage of common hardware and application interfaces between computers and peripherals, akin to between disk drives and tape drives connecting to computers, so that the peripherals did not ought to be swapped out when a brand new processor turned into put in. The suggestions became the groundwork for the equipment/360.
as a result of so an awful lot could be new, the processors would not be suitable with IBM’s current items. That changed into an totally vital aspect. shoppers relocating to the brand new IBM machines would must rewrite latest application just once to get on the route of the brand new equipment.
Then, IBM bought a lucky destroy. As one engineer wrote, “pretty much miraculously [Evans’s] vision of the brand new product line become saved by way of a latest-minute technical accomplishment. In mid-1963, engineers within the Poughkeepsie and Endicott laboratories had begun exploring the opportunity of adding particular microcode to the handle retailers of computers to enhance their performance when simulating previous IBM computer systems.” This function would allow 1401 application to run in the two smaller fashions of the proposed new equipment, best quicker. revenue received on board, and its executives began pressuring R&D and manufacturing management for early introduction of the new processors.
Watson identified what turned into at stake, as he recalled in his memoirs:
From the beginning we confronted two hazards, either of which was adequate to preserve us conscious at evening. First there was the project of coordinating the hardware and software design work for the new line. We had engineering groups in every single place the usa and Europe working concurrently on six new processors and dozens of latest peripherals…but in the end all of this hardware would must plug collectively. The software turned into an even bigger hurdle nonetheless. in order for gadget/360 to have a typical character, a whole lot of programmers had to write millions of lines of laptop code. no person had ever tackled that complicated a programming job, and the engineers were beneath terrific force to get it achieved.
A 2nd set of problems worried manufacturing the electronic accessories for the new systems. The electronics business become starting to work on built-in circuits, and the new computer systems were going to be crammed with these new components. To be unbiased, IBM had to make its own. It proved to be a dear proposition.
ultimately, the company administration committee, together with Watson and the board of directors, sucked in a deep breath and approved the spread options. IBM turned into off to the races within the wildest journey of its history.
IBM couldn't hide what turned into happening. New employees flocked to Endicott, Poughkeepsie, and other labs and plants. purchasers heard rumors, the desktop press changed into speculating, and executives at GE, Honeywell, Sperry Univac, and in other places were attempting to expect what IBM would do.
At IBM, no one seemed satisfied with progress on the brand new system. Engineering, manufacturing, income, and corporate group of workers have been in many instances working a hundred-hour weeks. Engineers moved cots into their workplaces. When Watson stopped in to look how programming become going, an engineer yelled at him to get out so he may work. The chairman of IBM beat a hasty retreat.photographs: IBM On 7 April 1964, a instruct from manhattan metropolis’s Grand critical Terminal shuttled newshounds to Poughkeepsie, where IBM chairman Thomas J. Watson Jr. formally unveiled the device/360.
it all became public at midday jap time within the united states on 7 April 1964. Over a hundred,000 shoppers, journalists, and technologists met in a hundred sixty five U.S. cities, while others gathered around the world over the next few days to hear the information. As Watson declared at a press conference in Poughkeepsie, it turned into “essentially the most important product announcement within the business’s heritage.”picture: Mark Richards/laptop heritage Museum among the equipment/360’s forty four peripherals turned into the 2311 disk storage power. every removable disk pack kept 7.25 megabytes.
On that day, IBM delivered a mind-boggling 150 new products: 6 computers; forty four peripherals, including tape drives, disk drives, printers, and manage contraptions; and a promise to give the application crucial to make every thing work together. the clicking packet was an inch thick, and manuals describing the entire machines, accessories, application, and their setting up and operation stuffed more than 50 linear toes.
The central feature of the system/360 changed into, of route, its compatibility. A growing to be information middle could deploy a small 360 desktop and later upgrade to a bigger one devoid of rewriting utility or replacing peripheral device. once generic with the device, one did not should study a great deal more to deal with an upgrade. The identify 360 become chosen to suggest the theory of 360 degrees, covering everything.
in the first month following the S/360 announcement, consumers international ordered over one hundred,000 programs. to put that number in perspective, in that equal yr within the uk, all of Western Europe, the united states, and Japan, there have been a little bit greater than 20,000 computer systems of any form installed. the first deliveries of the smaller machines were promised for the third quarter of 1965, and deliveries of the bigger ones in the first quarter of 1966. The lengthen between announcement and transport date gave valued clientele time to decide which fashions to acquire, get them permitted and budgeted, plan on the place to residence them, train body of workers, finished utility remediation, etc. With the April announcement, IBM purchased itself two years to make good on its promises and knock competitors again on their heels.
From 7 April to when the business begun delivering machines to customers, IBM entered essentially the most bad, intense, and challenging era of its history. The company spent US $5 billion (about $40 billion nowadays) to advance the device/360, which on the time became more than IBM made in a year, and it will ultimately employ greater than 70,000 new worker's. every IBMer believed that failure intended the demise of IBM.
As Watson later recalled, “now not all of the device on reveal [on 7 April] turned into real; some units had been just mockups product of wood. We defined that to our visitors, so there changed into no deception. however it changed into a perilous reducing of corners—not the manner I consider business have to be completed—and an uncomfortable reminder to me of how a ways we had to go earlier than we could call the software a hit.”
Watson assigned his brother, Arthur, to manipulate engineering and manufacturing going ahead. Learson would run income for the brand new gadget, “twisting the tails of our salesmen.” Tom Watson Jr. idea Learson had the extra tricky project. The chance of customers converting to somebody else’s machines in place of to the S/360 significantly involved Watson.picture: IBM IBM promised to start providing the first S/360 machines within the third quarter of 1965. construction complications emerged almost immediately.
because the variety of orders for the S/360 kept expanding, manufacturing was requested in 1965 to double construction. One construction manager pointed out it could not be done and changed into changed. best declined. some of the digital circuits within an SLT, as an example, have been now not comprehensive, so electrons could not go where they were supposed to. via the conclusion of the 12 months, the first-class control branch had impounded 25 percent of all SLT modules, bringing creation to a halt.photograph: IBM With the S/360, IBM delivered its strong logic technology (SLT), a precursor to integrated circuits. Doubling the production of the S/360 in 1965 resulted in defects in 1 / 4 of the SLT modules.
After the problems have been solved, manufacturing proceeded in 1966, resulting in ninety million SLT modules carry produced, in comparison to just 36 million the outdated year. IBM opened a brand new plant in East Fishkill, just south of Poughkeepsie, which made more semiconductor contraptions than all other manufacturers international mixed. creation additionally increased to new facilities in Burlington, Vt., and in Corbeil-Essonnes, France.
To get to the bottom of manufacturing issues with the ferrite-core recollections, IBM installation a plant in Boulder, Colo., in 1965. however it took the craftsmanship of employees in Japan to get the construction of reminiscences as much as the mandatory quantities and pleasant.photo: Mark Richards/desktop history Museum The S/360’s ferrite-core memory additionally proved extremely tricky to manufacture. This airplane contains 1,536 reminiscence cores.
As manufacturing grew to be a world effort, new complications arose in coordinating actions and fabricating machines. Arthur Watson had some adventure managing IBM’s small factories outdoor the us but none with resolving engineering complications, not to mention big global problems in development and manufacturing. He changed into out of his league, and his brother challenged him to get to the bottom of the problems. in the meantime, Learson and his earnings teams wanted additional improvements to the product line. members of the family between Learson and Arthur completely deteriorated. In October 1964, IBM announced gigantic delays in shipping products.
Tom removed Arthur from his job and turned over his responsibilities to Learson, who in turn brought in 4 engineering managers to punch during the problems. Nicknamed the “four horsemen,” they had full authority worldwide for getting the S/360 manufactured and delivered to valued clientele. Their assortment of issues, one of the most managers stated later, became “an absolute nightmare,” “a grey blur of 24-hour days, seven days per week—never being domestic.” And yet, in five months, they had labored out enough of the problems to birth meeting start dates. In January 1966, Learson grew to become president of IBM.pictures: IBM dealing with unacceptable production delays, Learson introduced in [left to right] Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra, who sorted out manufacturing issues worldwide and received the S/360 returned on target.
Arthur became shunted into the function of vp. His career was damaged, and he retired in 1970. In his memoirs, Tom Watson Jr. admitted to being in an almost continuous panic from 1964 to 1966 and deeply regretted his remedy of Arthur. “I felt nothing however shame and frustrations on the approach I’d handled him…. because it turned into, we remade the computer industry with the equipment/360, and objectively it was the most useful triumph of my business career. however whenever I seem to be again on it, I suppose about my brother I injured.”
software issues additionally slowed creation of the 360. The software development personnel changed into described as being in “disarray” as early as 1963. The working system, called OS/360, struggled to run multiple job at a time, which became elementary to making the S/360 quick and productive. different issues surfaced with telecommunications and with application courses. Programming help grew to be an extra contentious challenge.
Fred Brooks volunteered to aid, and IBM brought 1,000 individuals to the operating device assignment, costing the company more for software in three hundred and sixty five days than had been deliberate for the complete building of the S/360 device. however throwing greater programmers at the task didn't help. according to the S/360 experience, Brooks would later extend on that theme in the legendary Man-Month (Addison-Wesley, 1975), still probably the most most widely study books on computing. The utility would take years to complete, however in the end it worked smartly adequate to keep the shipping prolong to at least one month.image: IBM A system/360 arrives at Tokai financial institution in Japan. Demand for computing grew totally within the years following the S/360’s launch.
regardless of the prices and nervousness, in 1965—the 12 months IBM had dedicated to delivery the primary contraptions to purchasers—it managed “by using some miracle” (Watson’s phrases) to bring lots of of medium-size S/360s. Their pleasant didn't at all times fit the common design requisites. Shortages of components, different parts that did not work, and application full of bugs spread to many countries. virtually every preliminary customer encountered issues.
branch workplaces had been hiring systems engineers to support. SEs had been faculty graduates, continually with technical degrees, who knew how to debug software and assisted the income force in selling and helping computer systems. The SEs heroically tackled S/360’s software issues, while field engineers, who put in device, mounted hardware complications. Salesmen calmed their purchasers, while department managers labored to preserve their staffs motivated and focused.
And regardless of the many issues, “shoppers have been nevertheless ordering 360s faster than we may build them,” Watson recalled, forcing start dates out as lots as three years. by way of the end of 1966, purchasers had taken beginning of nine fashions of the S/360, for a complete of seven,700.
IBM’s rivals answered. Burroughs, GE, Honeywell, NCR, and Sperry Rand, working mostly within the united states, CII in France, and ICT (later ICI) in terrific Britain delivered programs appropriate with one one more’s machines, however now not compatible with IBM’s. A second, smaller neighborhood chose to fabricate machines that were compatible with IBM’s, including RCA and others in Europe and Japan, counting on RCA’s licenses.picture: IBM NASA purchased a couple of S/360s, including this one at Goddard area Flight middle. a number of others at mission control in Houston have been used to display screen Apollo 11.
5 years later, the global inventory of put in IBM computers had grown to $24 billion, whereas that of competitors had reached $9 billion. In different phrases, IBM’s S/360 elevated general demand for computing so massively that it raised all boats. The business’s annual growth in the second half of the 1960s become in double digits year over year, as many hundreds of businesses improved their use of computer systems. Demand for computing grew because of the technological innovations introduced forth through IBM, however also because clients were collecting enough adventure to be aware a laptop’s price in driving down prices and performing new features.
IBM also grew, more than doubling from 127,000 employees global in 1962 to 265,000 by the conclusion of 1971. revenue rose from $three.2 billion in 1964 to $eight.2 billion in 1971.photo: IBM The S/360 strengthened IBM’s domination of the international laptop company. One government, asked whether the company would ever take on a further such challenge, answered, “Hell no, on no account once more.”
since the S/360 become the heart of an awful lot computing with the aid of the end of the 1960s, its users constituted an international of their own. thousands of programmers handiest knew a way to use software that ran on S/360s. extra lots of data-processing personnel had labored most effective with IBM machine, together with keypunch machines, printers, tape drives, disk drives, and utility, which in lots of situations took years to grasp. by using the early Nineteen Seventies the computing house become largely an IBM world on each side of the Atlantic, within the rising markets in Latin america, and in Japan.
Years later, when asked even if IBM would ever have interaction in such a enormous task again, one government barked out, “Hell no, on no account once again.” Watson tilted toward an analogous response. Commenting in 1966, he pointed out, “At our dimension, we are able to’t go 100 percent with anything new again,” that means anything that big. After the 360, Watson made it a coverage “on no account to announce a brand new know-how so that you can require us to commit more than 25 % of our production to that expertise.”
The generation that brought out the S/360 remained wonderful within the company, a unique clan bonded ferociously to IBM. Careers had been made and damaged, own lives and marriages upended. IBMers didn't know on the time how noticeably their products would exchange the area, however we do.
this text is based on excerpts from IBM: the upward push and Fall and Reinvention of a world Icon (MIT Press, 2019).
James W. Cortada is a senior research fellow on the institution of Minnesota’s Charles Babbage Institute. He labored at IBM for 38 years in revenue, consulting, managerial, and research positions.
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International Business Machines Corp IBM delivered first-quarter 2019 non-GAAP earnings of $4.87 per share, which surpassed the Zacks Consensus Estimate of $2.21. However, earnings per share (EPS) decreased 8.2% from the year-ago quarter.
Revenues of $18.18 billion missed the Zacks Consensus Estimate of $18.52 billion and declined 4.7% on a year-over-year basis. At constant currency (cc), the metric dipped 0.9%. The year-over-year revenue decline can primarily be attributed to currency fluctuation and headwinds from IBM Z product cycle. Also, softness in the emerging markets of Asia Pacific affected the top-line performance.
Notably, IBM stated that signings declined 14% on cc basis in the first quarter to $7.6 billion. Services backlog declined 2% year over year and totaled $111.6 billion.
In a year’s time, shares of IBM have lost 2.5% compared with the industry’s 0.5% decline.
Geographic Revenue Details
Revenues from Americas decreased 1% on cc basis, reflecting the headwind from the IBM Z product cycle. The same from Europe, Middle-East and Africa were flat year over year, whereas Asia-Pacific revenues declined 2% on a year-over-year basis.
Starting from first-quarter 2019, IBM combined Cloud business and Cognitive Software in one segment. Further, the company merged security services with security software.
IBM also integrated all divested business to the other categories in order to provide enhanced transparency to the software and GBS segments. The divested business includes pending sales of seven software products to HCL, the sale of IBM’smarketing platform and commerce software offerings to Centerbridge and the recently concluded sale of Seterus mortgage servicing business.
Cloud & Cognitive Software Segment
The Cloud & Cognitive Software segment’s revenues-external improved 2% year over year (on cc basis) to $5 billion. Revenues at Cloud & Cognitive Software (including cloud and data platform, Cognitive application and transaction processing) increased primarily owing to growth in application driven by security and solutions, growth in data and analytics as well as artificial intelligence (AI).
Segmental revenues pertaining to Cloud increased 10%. Cloud as-a-service revenue annual run rate was $2.1 billion.
Revenues from cloud and data platforms increased 2% year over year.
IBM stated that the integration of AI into offerings like customer experience analytics in commerce domain and increased adoption of IBM Cloud Private, which is built on Linux containers and kubernetes. It also added that analytics performed well in the quarter under review, courtesy of data science offerings and IBM Cloud Private for Data offering.
Furthermore, IBM witnessed growth in industry verticals like health, key areas of analytics and security in the quarter. Watson Health witnessed broad-based growth in Payer, Provider, Imaging and Life Sciences domains.
Revenues from Cognitive Applications were up 4% year over year, driven by security, health, supply chain and weather. Security growth was backed by offerings in orchestration, data security and endpoint management.
Transaction Processing Software includes software that runs mission-critical workloads, leveraging IBM’s hardware platforms. Revenues were flat on a year-over-year basis.
Global Business Services Segment
Revenues from Global Business Services-external segment totaled $4.1 billion, up 4% from the year-ago quarter. The year-over-year increase in the top line was primarily owing to growth across all three business areas namely consulting, application management and global process services.
Cloud revenues surged 25% year over year. Cloud as-a-service revenue annual run rate was $1.8 billion.
Application Management revenues were flat year over year. Global Process Services revenues climbed 5%. Moreover, Consulting revenues increased 9% year over year on solid performance of IBM’s digital business.
Global Technology Services Segment
Revenues from Technology Services-external decreased 3% from the year-ago quarter to $6.9 billion. Segmental revenues pertaining to cloud surged 13% from the year-ago quarter. Cloud as-a-service revenue annual run rate was $7.5 billion.
Infrastructure & Cloud Services’ revenues decreased 3% from the year-ago quarter. Also, Technical Support Services revenues declined 2% from the year-ago quarter.
Systems revenues decreased 9% on a year-over-year basis to $1.3 billion, primarily due to the impact of the IBM Z product cycle and stiff competition. Segmental revenues pertaining to Cloud revenues declined 15%.
IBM Z revenues decreased 38% year over year.
However, Power revenues increased 9% from the year-ago quarter. The upside can be mainly attributed to Linux and robust adoption across the latest POWER9-based architecture.
Meanwhile, storage hardware revenues declined on weak performance in both high end and mid-range, partially offset by strong growth in All Flash Arrays. IBM stated that pricing pressure in the immensely competitive storage market is hurting revenues.
While Operating Systems Software revenues increased 5%, Systems Hardware slumped 14% from the year-ago quarter.
Finally, Global Financing (includes financing and used equipment sales) revenues decreased 19% year over year and 9% at cc to $417 million.
Non-GAAP gross margin increased 100 basis points (bps) from the year-ago quarter and came in at 44.7%. The gross margin benefited primarily from 160 bps expansion in services margin.
Operating expense (research & development expenses and selling, general and administration expenses) declined 10.6% year over year on realization of acquisition synergies and improving operational efficiencies. Currently, IBM continues to invest in rapidly growing fields like hybrid cloud, artificial intelligence (AI), security and blockchain.
Pre-tax margin from continuing operations expanded 320 bps on a year-over-year basis to 12.3%.
Non-GAAP operating margins from continuing operations contracted 90 bps and came in at 11%.
Balance Sheet & Cash Flow Details
IBM ended first-quarter 2019 with $18 billion in total cash and marketable securities compared with $11.9 billion in the previous quarter. Total debt (including current portion) was $49.9 billion, up from $45.8 million from the previous quarter.
IBM reported cash flow from operations (excluding Global Financing receivables) of $4.8 billion and generated free cash flow of $1.7 billion in the quarter under review.
Moreover, the company returned $2.3 billion to its shareholders through dividends and share repurchases. The company returned more than $10.3 billion to its shareholders through dividends and share repurchases for the full year.
At the end of the year, the company had $2.4 billion remaining under current buyback authorization.
For 2019, IBM continues to expect non-GAAP EPS to be at least $13.90. The Zacks Consensus Estimate is currently pegged at $13.90.
IBM still anticipates 2019 free cash flow of $12 billion.
Zacks Rank & Stocks to Consider
IBM currently carries a Zacks Rank #4 (Sell).
Few better-ranked stocks in the broader technology sector are Yelp Inc. YELP, Xilinx, Inc. XLNX and Universal Display Corporation OLED, each sporting a Zacks Rank #1 (Strong Buy). You can see the complete list of today’s Zacks #1 Rank stocks here.
The long-term earnings growth rate for Yelp, Xilinx and Universal Display is currently pegged at 18.6%, 12% and 30%, respectively.
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Last year July, TODAY reported that “hundreds of IBM Singapore employees” were laid off as part of the tech giant’s global restructuring activities.
At least 200 staff were being laid off at that time and there were approximately 400 to 600 staff working at the Tampines plant, according to the people who worked at IBM.
This year, the entire IBM Singapore Technology Park will be shut down, as the last batch of employees are set to finish serving their notice by July this year.
Some staff and subcontractors told TODAY that “at least 70 percent” of the employees will leave by the end of April.
Staff were informed of the closure and their retrenchment in early March.
This move comes as the US firm relocates the manufacturing of its mainframe computers, IBM Z, to Poughkeepsie, New York, IBM said in an email response to TODAY.
“Poughkeepsie already manufactures IBM Z, thus it already has the required skills, procedures, tools and manufacturing expertise,” IBM said.
In the first few rounds of retrenchment exercises that happened last year, IBM said that it was moving its manufacturing of its Power Systems product to a facility in Guadalajara, Mexico.
Several news in 2018 reports stated that IBM had intended to cut 10,000 staff from its global workforce and “re-assign another 30,000 to new roles” as part of its restructuring of its global technology services division.
IBM declined to share the number of layoffs in Singapore.
According to TODAY, IBM raked in a profit of about US$8.7 billion (S$11.8 billion) in 2018, about a 52% increase from 2017.
After five consecutive quarters of revenue growth of IBM Z since launching its z14 microprocessor in mid-2017, IBM Z’s revenue dropped 44% in its Q4 earnings results compared with the same period a year ago.Remuneration And Support
As compensation, affected IBM employees will receive one month of salary for each year of service; workers under IBM’s subcontractor Geodis will get two weeks of salary for each year of service.
Companies are recommended by the Ministry of Manpower (MOM) to pay between two weeks and one month’s salary for each year of service, depending on the industry and company’s financial position, as retrenchment benefits.
According to TODAY, a spokesperson from MOM’s Taskforce for Responsible Retrenchment and Employment Facilitation said that it was notified of IBM’s retrenchment exercise.
Workforce Singapore and NTUC’s Employment and Employability INstitute (e2i) will offer support to retrenched workers through the Adapt & Grow initiative.
The United Workers of Electronics and Electrical Industries had also been notified by IBM about the layoffs and is working with the firm and e2i to help retrenched staff.
The S$90-million IBM Singapore Technology Park located at Tampines was opened in 2010 in an inauguration ceremony that was graced by then Finance Minister Tharman Shanmugaratnam.
IBM shared with TODAY that it there are “no decisions” made yet on their plans for the 365,000 sqf. facility that it leased from industrial property developer JTC.
The IBM Watson Centre, its management, software, blockchain, and other services organisations in Singapore will not be affected as Singapore remains a “strategic location” for the New York-based firm.
Featured Image Credit: IBM Singapore Facebook
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Global tech giant IBM is shutting its $90 million technology park in Tampines, costing up to 600 jobs in Singapore and moving production of its high-end computer systems to the US.
The move comes as analysts expects IBM to report weaker earnings, down around 3 per cent for its first quarter at the close of trading in the US yesterday in part due to an ageing mainframe product cycle.
The US company will move the manufacturing of its mainframe computers IBM Z from Singapore to Poughkeepsie in New York.
It is part of "IBM's continual review of the most efficient way to source our products", IBM said in a statement.
It has declined to reveal details of its retrenchment exercise in Singapore but Today has reported that up to 600 workers would be laid off by July at the company's manufacturing plant in Tampines.
A spokesman for the Ministry of Manpower has said that IBM had notified it of the retrenchment exercise.
For workers who are retrenched, Workforce Singapore and the National Trades Union Congress' Employment and Employability Institute will offer employment services support through the Adapt and Grow initiative, said the spokesman.
The United Workers of Electronics and Electrical Industries executive secretary Melvin Yong said the union is working closely with IBM to help the affected workers.
IBM has stressed that Singapore remains a strategic location for the company as its Asia-Pacific headquarters and its Watson Centre, cloud data centre, blockchain and other services units will remain operating on the island.
"IBM has been in Singapore for 66 years. It remains committed to being an essential part of its growth and is working with many companies in Singapore to enhance its position as a worldwide innovation hub," said an IBM statement.
When the Tampines plant was set up in 2010, the company hailed it as one of the world's most technologically advanced manufacturing facility to serve high-end clients across Asia, Africa and Europe.
But in recent years, IBM has been facing increasing pressures due to declining sales of hardware servers as clients move into cloud computing.
"The company continues to face structural risk from its installed base of clients migrating towards cloud and open source competitors in the long-term due to IBM's under-investment in cloud and relatively closed strategy," analyst Ari Terjanian of Cleveland Research company wrote in a note.
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