Under extreme circumstances this project culture could even represent a

counterculture in
that many of the norms and values are the antithesis of the dominant, parent
culture. Such
was the case when IBM decided to develop their personal computer quickly
in 1980 (Smith
& Reinertsen, 1995). They knew that the project could get bogged down by
the
overabundance of computer knowledge and bureaucracy in the company.
IBM also realized
that they would have to work closely with suppliers and make use of many
non-IBM parts if
they were to get to the market quickly. This was not the IBM way at the time,
so IBM
established the PC project team in a warehouse in Boca Raton, Florida, far
from corporate
headquarters and other corporate development facilities that existed within
the organization.