How to Write a Summary of an Article? After receiving his MBA, Parker had been employed in a number of positions in the investment industry. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means — electronic, mechanical, photocopying, recording, or otherwise — without the permission of Harvard Business School.
Navy had built up a classified  team of engineers to build codebreaking machinery  for both Japanese and German electro-mechanical ciphers. A number of these were produced by a team dedicated to the task working in the Washington, D.
With the post-war wind-down of military spending, the Navy grew increasingly worried that this team would break up and scatter into various companies, and it started looking for ways to covertly keep the team together.
Eventually they found their solution: Paul, Minnesotawas about to lose all his contracts due to the ending of the war. The Navy never told Parker exactly what the team did, since it would have taken too long to get top secret clearance.
Instead they simply said the team was important, and they would be very happy if he hired them all. Parker was obviously wary, but after several meetings with increasingly high-ranking Naval officers it became apparent that whatever it was, they were serious, and he eventually agreed to give this team a home in his military glider factory.
Formed in this contract engineering company worked on a number of seemingly unrelated projects in the early s.
The Atlas was built for the Navy, which intended to use it in their non-secret code-breaking centers. In the early s a minor political debate broke out in Congress about the Navy essentially "owning" ERA, and the ensuing debates and legal wrangling left the company drained of both capital and spirit.
Rand soon merged with Sperry Corporation to become Sperry Rand. At first this did not cause too many changes at ERA, since the company was used primarily to provide engineering talent to support a variety of projects. Paul laboratory, in Minneapolis at Park Avenue.
Of the members forming CDC, William Norris was the unanimous choice to become the chief executive officer of the new company. InCDC released a bit transistorized version of their re-design of the re-design  under the name CDC ; the first machine was delivered to the U.
The A was particularly notable as it was built as a standard office desk, which was unusual packaging for that era. New versions of the basic architecture were rebuilt into the CDC series, which sold through the early and mids.
Cray immediately turned to the design of a machine that would be the fastest or in the terminology of the day, largest machine in the world, setting the goal at 50 times the speed of the Cray in turn demanded in to have his own remote lab, saying that otherwise, he would quit.
Paul where Norris lived. In order to do this, he started an aggressive program of buying up various companies  to round out CDC's peripheral lineup.
This was not always easy to achieve. One of its first peripherals was a tape transport, which led to some internal wrangling as the Peripherals Equipment Division attempted to find a reasonable way to charge other divisions of the company for supplying the devices.
If the division simply "gave" them away at cost as part of a system purchase, they would never have a real budget of their own. Instead, a plan was established in which it would share profits with the divisions selling its peripherals, a plan eventually used throughout the company.
The tape transport was followed by the Card Reader and the Card Punch followed by a series of tape drives and drum printersall of which were designed in-house. The printer business was initially supported by Holley Carburetor in the Rochester, Michigan suburb outside of Detroit.
They later formalized this by creating a jointly held company, Holley Computer Products.
This joint venture was known as Computer Peripherals, Inc. Norris was particularly interested in breaking out of the punched card —based workflow, where IBM held a stranglehold.
He eventually decided to buy Rabinow Engineeringone of the pioneers of optical character recognition OCR systems. The idea was to bypass the entire punched card stage by having the operators simply type onto normal paper pages with an OCR-friendly typewriter font, and then submit those pages to the computer.
Since a typewritten page contains much more information than a punched card which has essentially one line of text from a pagethis would offer savings all around. This seemingly simple task turned out to be much harder than anyone expected, and while CDC became a major player in the early days of OCR systems, OCR has remained a niche product to this day.
With the continued delays on the OCR project, it became clear that punched cards were not going to go away any time soon, and CDC had to address this as quickly as possible. Although the remained in production, it was an expensive machine to build. So another purchase was made, Bridge Engineeringwhich offered a line of lower-cost as well as higher-speed card punches.
All card-handling products were moved to what became the Valley Forge Division after Bridge moved to a new factory, with the tape transports to follow.
ICL later joined the effort. Eventually the Rochester Division was sold to Centronics in Another side-effect of Norris's attempts to diversify was the creation of a number of service bureaus that ran jobs on behalf of smaller companies that could not afford to buy computers.
This was never very profitable, and inseveral managers suggested that the unprofitable centers be closed in a cost-cutting measure. Nevertheless, Norris was so convinced of the idea that he refused to accept this, and ordered an across-the-board "belt tightening" instead.concentrate control valve applications, priming connections and trims tecHnical data Foam 61b May 3, the viking corporation, n industrial park drive, Hastings mi A leader specializing in Spatial Enterprise Solutions, Engineering Services, and Energy Data Management.
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