IMO, part of what killed DEC was what almost killed IBM - poor management and a somewhat loathed sales force. DEC tried to go after IBM and in doing so structu

IMO, part of what killed DEC was what almost killed IBM - poor management and a somewhat loathed sales force. DEC tried to go after IBM and in doing so structured itself after IBM, it lead to multiple competing projects and groups doing similar work, multiple layers of management making the company unwieldy to manage, and a sales force that had trouble building the customer relationship because of internal structures. The same thing functionally killed Motorola, and will eventually harm Cisco too (Cisco is a company that in my opinion is ripe for 'disruption').