You make some good points in this post. None of us on this forum are getting any younger and IBM-MAIN doesn't seem to attract young people who prefer platforms like Stack Overflow or Slack workspaces. It may be an unpopular opinion, but it's important to concentrate on millenials now. A large percentage of developers in my location are in their 60s and close to retirement. It's not easy to train young people to back-fill as our legacy products are written in HLASM and require deep technical knowledge of MVS subsystems. It's optimistic to speculate that it will take 5 years to bring somebody up to speed when it's probably more like 10. We hope that now we are all working from home that some of our guys will go on until 70. We are also modernizing our products and for that we need young guys. While it's certainly not impossible, it's certainly very difficult to retrain a HLASM programmer to Java, Python, Javascript etc. It's not because they're not smart enough, they just don't want to.

On 14/2/22 10:10 pm, René Jansen wrote:
It is not so much about capitalism as it is about respectful use of language to 
describe groups of people. 
https://features.propublica.org/ibm/ibm-age-discrimination-american-workers/ 
<https://features.propublica.org/ibm/ibm-age-discrimination-american-workers/> 
shows that the problem is not exactly new but that the outrage then was limited to 
terms like ‘grey hairs and old heads’. The following part is interesting:

"By the time IBM’s current CEO, Virginia “Ginni” Rometty, took over in 2012, 
the company had shifted its personnel focus to millennials.
Rometty launched a major overhaul that aimed to make IBM a major player in the 
emerging technologies of cloud services, big data analytics, mobile, security 
and social media, or what came to be known inside as CAMS.
At the same time, she sought to sharply increase hiring of people born after 
1980.
“CAMS are driven by Millennial Traits,” declared a slide presentation for an 
invitation-only IBM event in New York in December 2014. Not only were 
millennials in sync with the new technologies, but they were also attuned to 
the collaborative, consensus-driven modes of work these technologies demanded, 
company researchers said they’d discovered. Millennials “are not likely to make 
decisions in isolation,” the presentation said, but instead “depend on analytic 
technologies to help them.”
By contrast, people 50 or over are “more dubious” of analytics, “place less 
stock in the advantages data offers,” and are less “motivated to consult their 
colleagues or get their buy in … It’s Baby Boomers who are the outliers.”
The message was clear. To succeed at the new technologies, the company must, in 
the words of the presentation, “become one with the Millennial mindset.” 
Similar language found its way into a variety of IBM presentations in 
subsequent years.”

A company’s workforce needs to be sustained by its earnings - this was even 
true in socialism and that is what ended it in eastern europe - you cannot sell 
your grain and eat it -  and IBM needed to focus on its earnings. Where earlier 
cash flow and earnings were based on scientific research (much of it publicly 
financed at universities) and government/defence contracts (publicly financed) 
and an exemplary execution of those contracts with military precision  (which 
led to the tendency of dictating customers what they needed in a command and 
control like structure) lead them to neglect the market and think they could 
fill in the parts they missed (mini computers and personal computers (the 
original PC, developed mainly by IBM'ers but outside of IBM, was an outlier, 
the MCA/OS2 time did show it did not learn a lot, as did OCO) without their 
earnings suffering. But this was not to be, and focus needed to shift to cost.

This was the time that IBM noticed it did not need a lot of managers that flew 
around the world and ordered five newspapers to read for their top tier hotel 
rooms. But closing down scientific centers, not having trickle down their 
knowledge by opening source and interesting students for it, dried up the 
sources of that competitive edge. The CAMS, as indicated above, might very well 
be concepts that other companies  can execute better than IBM, how many 
companies it buys or dinosaurs it offloads.  I have more trust in the new chip 
design than in all of big data in the cloud on social media to bring successes 
to IBM. The level making these decisions seems to think that consensual 
decision making will help to keep it profitable seems really outlandish - I 
never knew a company more hierarchical than IBM and in The Netherlands the US 
management was described as ‘gravity’ - you can do nothing about it. Pricing 
mainframe technology in a realistic way (hint: price elasticity of demand, look 
at how the Rockhoppers are identical to the large Z's but cost a lot less - and 
are still too expensive when compared to the competition), focusing on strong 
points, making sure these strong points are supported by influx in the labour 
markets (not really defined by age groups, geography or other grouping, but by 
talent if possible), and offering the people that made operating the company 
possible something more than insults, would be a good strategy. In the end, 
these remarks reflect on the top level managers and their own actions over the 
years.

best regards,

René.



On 14 Feb 2022, at 14:10, Bill Johnson 
<00000047540adefe-dmarc-requ...@listserv.ua.edu> wrote:

Profits are maximized by getting rid of the older, higher cost (wages & health 
care) employees and hiring younger lower cost ones. Pretty standard capitalism.


Sent from Yahoo Mail for iPhone


On Monday, February 14, 2022, 8:05 AM, Seymour J Metz <sme...@gmu.edu> wrote:

No, capitalism is designed to maximize profits. Out of control speculation has 
shifted the emphasis to cash flow, which would have appalled Adam Smith.

What happens in a rational market is that employees don't give raises unless 
there is a labor shortage, and that employers try to keep productive workers. 
This is especially true when they've spent a lot of money on training.


--
Shmuel (Seymour J.) Metz
http://mason.gmu.edu/~smetz3

________________________________________
From: IBM Mainframe Discussion List [IBM-MAIN@LISTSERV.UA.EDU] on behalf of 
Bill Johnson [00000047540adefe-dmarc-requ...@listserv.ua.edu]
Sent: Monday, February 14, 2022 7:59 AM
To: IBM-MAIN@LISTSERV.UA.EDU
Subject: Re: Holy Moly ...

I didn’t say YOU pushed them out the door. The cycle of replacing higher priced 
workers with lower cost ones always happens. Exactly what capitalism is 
designed to do.


Sent from Yahoo Mail for iPhone


On Monday, February 14, 2022, 7:55 AM, Seymour J Metz <sme...@gmu.edu> wrote:

When I was young, I worked with older employees; I did not push them out the 
door. Further, there are legal limits on age discrimination. What we are seeing 
is the triumph of cash flow over profits, and it is not what capitalism does in 
a rational environment, any more than the gulag is what socialism does.

In fact, there have been times and places where capitalism discriminated 
against younger workers and, as above, that was not intrinsic to capitalism.


--
Shmuel (Seymour J.) Metz
http://mason.gmu.edu/~smetz3

________________________________________
From: IBM Mainframe Discussion List [IBM-MAIN@LISTSERV.UA.EDU] on behalf of 
Bill Johnson [00000047540adefe-dmarc-requ...@listserv.ua.edu]
Sent: Monday, February 14, 2022 7:43 AM
To: IBM-MAIN@LISTSERV.UA.EDU
Subject: Re: Holy Moly ...

When we were young, we helped usher out older workers & we didn’t really think or 
care about it. Now that it’s our turn in the ageist barrel, we are shocked & 
dismayed. As Steve said, not really surprising. This is exactly what capitalism does.


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