IBM

Open POWER Didn’t Die Because Developers Hated It. It Died Because IBM Made a Bet It Couldn’t Keep.

Open POWER didn’t fail because developers abandoned it. It failed because IBM quietly stopped investing in the manufacturing needed to make competitive silicon. Without a committed foundry roadmap, openness is just a document. RISC-V faces the same risk today.

IBM’s Quantum Chemistry Breakthrough Just Failed a Spin Audit—And the AI That Caught It Retracted Its Own Best Finding

A spin audit of IBM’s flagship quantum chemistry paper reveals their quantum computer converges to the wrong electronic state—a triplet instead of a singlet—with errors up to 1,438 millihartree. The AI that caught the error retracted its own pro-quantum finding when it realized it was a spin artifact. The burden of proof just shifted.

Quantum Computing’s Dirty Secret: The ‘Advantage’ You’re Cheering For Is a Mirage

Quantum computing’s ‘advantage’ claims are a PR arms race, not real progress. The verification paradox means the only benchmarks that can be proven are useless ones. IBM’s new validation technique is clever but still doesn’t solve the core problem: we’re celebrating mathematical party tricks while practical applications remain a decade away.

The Most Important UI Design Breakthrough Happened in 1965 — and You’ve Never Heard of It

In 1965, an IBM engineer used a mainframe to draw a scatter plot on a CRT screen. That moment — not the iPhone, not the Mac — is the true birth of modern UI and data visualization. We treat design as a recent invention, but the core human-computer interaction leap was solved 60 years ago. Today’s sleek interfaces are just miniaturized echoes of that breakthrough.

The OS/2 Myth: Why Technically Superior Products Lose (and What Really Killed IBM)

OS/2 didn’t fail because it was technically inferior to Windows. It failed because IBM partnered with a company—Microsoft—whose survival depended on OS/2’s failure. This is a masterclass in platform economics: control the ecosystem, not the code. If you’re building a product that depends on a rival’s cooperation, you’ve already lost.