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The renewal of IBM's core product line during the 1990s required the transformation of the computer maker's transactions processing mainframes to ebusiness servers for large-scale, open systems computing. Achieving this renewal required courage, focus and commitment at all levels of the enterprise. It also required IBM to revisit the fundamental aspects of its business: how it segmented markets and prioritized user needs, the design of its computers, its branding strategies, the organization of product development, and even its business models. These are the great challenges of organic enterprise growth that are described in this first of two articles.
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