"Work at the Mill" tells the story of Digital Equipment Corporation (DEC) through the lens of its unique and influential culture. From its modest beginnings in a Maynard, Massachusetts wool mill, DEC fostered a highly engineering-driven, decentralized environment that prioritized innovation and individual contribution. This culture, while empowering and productive in its early years, ultimately contributed to DEC's downfall as the company struggled to adapt to the changing demands of the personal computer market. The "engineering first" mentality, coupled with internal politics and a resistance to centralized management, prevented DEC from effectively competing with more agile and market-oriented companies, leading to its eventual acquisition by Compaq. The narrative emphasizes how DEC's initial strengths became its weaknesses, offering a cautionary tale about the importance of adapting to a changing technological landscape.
The blog post "Work at the Mill, Or, the Story of Digital Equipment Corporation" provides a comprehensive, albeit nostalgic, exploration of the rise and fall of Digital Equipment Corporation (DEC), a once-dominant force in the computing industry. The author meticulously paints a picture of DEC's unique culture, emphasizing its profound impact on the technological landscape and the indelible mark it left on its employees. The narrative begins by highlighting DEC's early successes, attributing them to a potent combination of innovative engineering, a fiercely independent spirit, and a decentralized organizational structure that fostered creativity and rapid product development. This decentralized model, often referred to as the "matrix management" system, allowed engineers considerable autonomy and encouraged them to pursue projects they were passionate about, a stark contrast to the more rigid hierarchies of competing companies. The post details the development and evolution of DEC's groundbreaking products, including the PDP and VAX series of minicomputers, which revolutionized the industry by making powerful computing accessible to a wider range of users than ever before.
The author expounds on the "Engineering Culture" that permeated DEC, describing a workplace where engineers were treated like royalty, empowered to take risks, and encouraged to constantly innovate. This environment bred a strong sense of loyalty and camaraderie amongst employees, fostering a unique "DEC identity" that extended beyond the workplace. The narrative elaborates on the company's generous benefits, including profit sharing, stock options, and a commitment to employee growth and development, all contributing to a highly motivated and productive workforce. The post portrays DEC's rapid expansion and its subsequent struggles to adapt to the changing landscape of the computing industry, particularly the rise of the personal computer. The narrative suggests that the very decentralized structure that fueled DEC's initial success ultimately became a hindrance, leading to internal conflicts, fragmented product lines, and an inability to effectively compete with the emerging giants of the PC era.
The decline of DEC is depicted with a sense of melancholy, highlighting the painful layoffs, restructuring efforts, and eventual acquisition by Compaq, which itself was later absorbed by Hewlett-Packard. The author laments the loss of the unique culture and the innovative spirit that defined DEC, suggesting that the industry lost something valuable with its demise. The post concludes with a reflection on the enduring legacy of DEC, emphasizing its contributions to the computing world and the lasting impact it had on the lives and careers of its employees. The narrative leaves the reader with a poignant sense of nostalgia for a bygone era of technological innovation and a unique corporate culture that may never be replicated.
Summary of Comments ( 22 )
https://news.ycombinator.com/item?id=43002906
Hacker News users discuss the changing nature of work and the decline of "lifetime employment" exemplified by DEC's history. Some commenters reminisce about their time at DEC, praising its engineering culture and lamenting its downfall, attributing it to factors like mismanagement, arrogance, and an inability to adapt to the changing market. Others draw parallels between DEC and contemporary tech companies, speculating about which of today's giants might be the "next DEC." Several discuss the broader shift away from paternalistic employment models and the rise of a more transactional relationship between employers and employees. Some express nostalgia for the perceived stability and community of the past, while others argue that the current system, despite its flaws, offers greater opportunity and dynamism. The cyclical nature of industries and the importance of continuous adaptation are recurring themes.
The Hacker News comments section for "Work at the Mill Or, the Story of Digital Equipment Corporation" contains a lively discussion sparked by the linked article about DEC's history. Several commenters reflect on their personal experiences with DEC, its culture, and its eventual decline.
A recurring theme is nostalgia for DEC's engineering-driven culture. One commenter who worked there describes it as a "golden age," highlighting the freedom engineers had to explore new ideas and the company's commitment to high-quality products. Another commenter praises DEC's early adoption of networks and its emphasis on customer support. These positive recollections paint a picture of a company that valued innovation and its employees.
However, other commenters offer more critical perspectives. Some argue that DEC's downfall was due to its inability to adapt to the changing market, particularly the rise of the personal computer. They point to DEC's resistance to embracing open systems and its focus on proprietary technology as key factors in its eventual demise. One commenter specifically mentions DEC's reluctance to acknowledge the potential of the PC, viewing it as a toy rather than a serious computing platform. This missed opportunity, according to some, allowed competitors like IBM and Apple to seize control of the burgeoning PC market.
Several commenters discuss the impact of DEC's organizational structure. One suggests that the company's decentralized nature, while initially fostering innovation, eventually led to internal competition and a lack of focus. Another commenter notes the challenges posed by the "matrix management" system, which sometimes created confusion and conflicting priorities.
There's also discussion of Ken Olsen's leadership and his infamous pronouncements, such as his skepticism about the personal computer. Some commenters defend Olsen, arguing that his vision was ultimately correct in the long run, even if DEC couldn't execute on it. Others criticize his stubbornness and resistance to change.
The thread also touches on the technical aspects of DEC's products, with commenters reminiscing about VAX/VMS and other technologies. One commenter shares an anecdote about the robustness of DEC's hardware, recalling a system that survived a lightning strike.
Overall, the comments offer a multifaceted view of DEC's history, acknowledging both its successes and its failures. The discussion combines personal anecdotes, historical analysis, and technical insights, providing a rich and engaging perspective on the rise and fall of a once-dominant tech giant.