Okay, let’s break down the arguments in this article and assess their validity, along with the claim about present-day lessons.

Analysis of the Article’s Points:

The core argument of the article is that the IBM PC was a strategic move designed to kneecap Apple in the business market, rather than a purely technological one. The author argues that IBM’s goal wasn’t to create the most advanced PC, but to commoditize the market and prevent Apple from becoming a dominant force in business computing. Let’s examine the supporting points:

Validity of Present-Day Lessons:

The article concludes by suggesting that there are valuable lessons to be learned from the IBM PC/Apple II story. This is a valid claim. Here are some potential lessons applicable to the present day:

Conclusion:

The article presents a compelling and largely valid analysis of the IBM PC/Apple II story. It correctly highlights the strategic nature of IBM’s move and the impact it had on Apple and the personal computer industry. The author’s argument that the IBM PC was designed to “kneecap” Apple, while a bit hyperbolic, is a valid interpretation of the evidence.

The claim that there are lessons applicable to the present day is also valid. The dynamics of competition, innovation, and strategic decision-making that played out in the 1980s are still relevant today. Companies can learn from the successes and failures of both IBM and Apple as they navigate the challenges of the modern business world.

The author’s rebuttals also demonstrate a willingness to engage with counterarguments and acknowledge the nuances of the situation. This adds credibility to the overall analysis.