Intel - complacency. It was the bottom line and repeating that status quo. They became completely blindsided by the GPU race by blatantly ignoring anything around them. And in several turns and events, rather than reinvestment they CUT the innovation departments for the sake of holding onto the purse, IP and whatever else keeps their valuation.
Explore Intel's rise and fall, from tech dominance to decline, facing tough competition and dealing with past decisions that shaped its current challenges.
www.techtarget.com
IBM - again, dominance and market shift. Selling off of their consumer products and severing their connection to the end user. Guided by technology iterations vs problem solving and consumer sentiment. Hit several financial snags and at one point losing $8 a year - cut innovation departments and sold off hardware IP to lean toward AI and cloud computing like everyone else.
What the tech pioneer can, and can’t, teach us
www.theatlantic.com
Forest for the trees.
If you chose to be in the hands of end user, you must solve the problems of the end user. It's not how much faster your copy and paste is - it's the context of what the user is attempting to do that drives the need of that copy and paste in the first place.
Go with bean counter and technology mind to lead the charge and you gut the culture that made Apple different than it's competitors. Go with marketing/product/design leadership and you at least have a chance to adhere to why people buy your products.