Back to the archive

The encyclopedia · Strategy & Leadership · Strategic decision · 1977-1998

DEC was the second-largest computer company — then it dismissed the PC as a toy

DEC was the world's #2 computer company with $14B and 140,000 employees. Its founder called the PC a 'toy' — nine years later it was sold for parts.

Digital Equipment Corporation · 1998-01-26

What happened

Digital Equipment Corporation was founded in 1957 by Ken Olsen and Harlan Anderson in Maynard, Massachusetts. DEC pioneered the minicomputer, a smaller, more affordable alternative to the mainframes that dominated computing. Its PDP series, especially the PDP-8 and PDP-11, and later the VAX architecture, made DEC the world's second-largest computer company by the late 1980s, with $14 billion in annual revenue and more than 140,000 employees. The company was a powerhouse of engineering and innovation.

But DEC's leadership failed to see the personal computer revolution coming. In 1977, Ken Olsen famously stated, 'There is no reason for any individual to have a computer in his home.' When DEC finally entered the PC market, it launched three incompatible machines — the DEC Professional, DECmate II, and Rainbow 100 — none of which ran the dominant IBM PC software. The rise of RISC-based workstations from Sun Microsystems and others eroded the VAX market, and by the early 1990s minicomputer sales were in free fall.

DEC launched the technically brilliant Alpha processor in 1992, but it was too late. The company had shrunk to 53,500 employees. On January 26, 1998, Compaq acquired DEC for $9.6 billion, at the time the largest merger in computer industry history. Compaq used the acquisition to enter enterprise services, but struggled with the integration and was itself acquired by Hewlett-Packard in 2002. DEC's technology and people were absorbed into HP, and the company that had defined an era of computing was gone.

Why it happened

  • Ken Olsen dismissed the personal computer as a toy, and DEC's PC strategy was a disaster — three incompatible, non-IBM-compatible machines that customers rejected.
  • DEC bet the company on the proprietary VAX architecture, which was eroded by cheaper RISC-based workstations from Sun and others that offered better performance.
  • The company's engineering culture prioritized technical elegance over market reality, producing brilliant products that customers did not want.
  • When minicomputers collapsed, DEC had no alternative — it had missed the PC, the workstation, and the server markets by the time it tried to enter them.
What it cost$14B revenue to $9.6B sale; 140K employees to 0catastrophic

The lesson

The most dangerous belief in technology is that your current success will last. DEC dismissed the PC because it did not fit the minicomputer business model, and the PC destroyed the minicomputer.

Sources

spotted an error? The club wants to know.

Comments · 0

    Sign in to join the comments.

    More like this

    Somewhere, someone solved the problem this company failed at. 2nd Opinion →