Editing Taligent (section)

=====Culture and purpose=====
Enthusiastically dismissing industry skepticism, he said Taligent would form its own corporate culture, independent of the established cultures and potential failures of its two founding investors and future customers, Apple and IBM. The two were recent allies carrying five other joint initiatives, and a deep rivalry of more than a decade.<ref name="Earn Business">{{cite magazine |magazine=[[InfoWorld]] |date=March 2, 1992 |title=Taligent plans to earn business with a better OS |page=110 |url=https://books.google.com/books?id=9z0EAAAAMBAJ&q=taligent&pg=PA110 |access-date=February 5, 2019}}</ref> ''Dr. Dobb's Journal'' reflected, "It was fairly surreal for the Apple and IBM employees who went to Taligent and found themselves working for bosses still loyal to the opposition. Not a typical Silicon Valley career move, maybe, but perhaps a portent of other weird twists to come. Ignoring the politics as much as possible, the Taligent programmers buckled down and wrote a lotta lines of code."<ref name="Phoenix in Cupertino">{{cite web |title=Phoenix in Cupertino |first=Michael |last=Swaine |date=September 1, 1997 |work=Dr. Dobb's |url=http://www.drdobbs.com/phoenix-in-cupertino/184410443 |access-date=February 9, 2019}}</ref> Commenting on the corporate culture shock of combining free-spirited Apple and formal IBM personnel, ''Fortune'' compared the company's cultural engineering challenge as possibly exceeding its software engineering challenge. The openminded but sensible CEO reined it in, saying, "I'm tired of [Apple] folklore ... I want some data."<ref name="Culture shock">{{cite magazine |magazine=Fortune |date=April 5, 1993 |title=Corporate Culture Shock: An IBM-Apple Computer Joint Venture |url=https://money.cnn.com/magazines/fortune/fortune_archive/1993/04/05/77699/index.htm |access-date=February 9, 2019}}</ref> Comparing the eager startup Taligent to its billion dollar investors, a leader at Kaleida said "The culture of IBM and Apple is largely about getting more benefits, perks, larger offices, fancier computers, and more employees".<ref name="Apple: The Inside Story">{{cite book |title=Apple: The Inside Story of Intrigue, Egomania and Business Blunders |first=Jim |last=Carlton |orig-year=1997 |date=1999 |isbn=978-0099270737 |oclc=925000937 |type=hardback |edition=2nd |publisher=Random House Business Books |location=London | url=https://archive.org/details/appleinsidestory00carl | via=[[Internet Archive]] | access-date=December 15, 2023}}</ref>{{rp|289}} ''Dr. Dobb's Journal'' would describe the increased abstraction in corporate culture resulting from Hewlett-Packard's upcoming 1994 addition to the partnership: "Now you could be [a former] Apple programmer working for [a former] IBM boss who reported [externally] to HP. Or some combination thereof. Twisteder and twisteder."<ref name="Phoenix in Cupertino"/>

Apple and IBM did share a progressive culture of object orientation, as seen in their deep portfolios since the early 1980s.<ref name="IEEE Software March 1995"/> IBM had delivered objects on System/38 and AS/400, partnered with Patriot Partners,<ref name="Taligent first PEEK">{{cite magazine |magazine=[[InfoWorld]] |date=June 27, 1994 |page=1,8 |title=Taligent's leader discusses firm's first PEEK at PC Expo |url=https://books.google.com/books?id=eDgEAAAAMBAJ&q=taligent+peek&pg=PA8 |access-date=February 9, 2019}}</ref> and integrated [[System Object Model]] (SOM) and Distributed SOM into OS/2 and AIX. Apple had already delivered [[Apple Lisa|Lisa]], prototyped the fully object-oriented Pink operating system, and delivered object oriented frameworks using [[MacApp]]. Both companies had worked with [[Smalltalk]].<ref name="Inside Taligent Technology"/>{{rp|6,119}}

Within one month of its founding, there was immediate industry-wide confusion about Taligent's purpose and scope. An industry analyst said "IBM and Apple blew it ... they should have announced everything [about Taligent] or nothing." Especially regarding Taligent's potential relationship to the Macintosh, Apple reiterated that its existing flagship legacy would continue indefinitely with System 7 and Macintosh hardware. COO Michael Spindler said "The Mac is not dead" and others said that they had never claimed that Pink would supersede the Macintosh. Charles Oppenheimer, Director of Marketing for Macintosh system software, said "We can't say for sure how [the two] will fit together."<ref name="Apple won't pin">{{cite magazine |magazine=Network World |date=March 16, 1992 |first=Margie |last=Wylie |title=Apple won't pin all of its future hopes on Taligent |url=https://books.google.com/books?id=wg8EAAAAMBAJ&q=taligent&pg=PA21 |access-date=February 1, 2019}}</ref> The industry was further confused as to the very existence of any Taligent software, not realizing that it was already beyond the concept stage and in fact consisted of volumes of Pink-based software in development by Apple for years.<ref name="Apple's First Stab"/> One year later in February 1993, ''Wired'' magazine would assert its suspicion that Apple and IBM's core messengers are maintaining "the big lie"—that Taligent's technology is merely a concept, has no existing software, and is actually years away from production—in order to protect their established multi-billion-dollar core legacy of Macintosh and OS/2 products from a potentially superior replacement and to divert the [[second-system effect]].<ref name="Surrender the Pink!"/>

Upon its launch, CEO Joe Guglielmi soon organized the company into three divisions: a native system group for its self-hosted Pink OS, a development tools group, and a complementary products group for application frameworks to be ported to other OSes.<!--<ref name="As Taligent Reveals"/>-->

Taligent spent much of its first two years developing its operating system and simultaneously trying to find a market for it. They started a large project surveying potential customers, only to find little interest in a new OS. It is a point of controversy whether the lack of interest was real or the survey fell prey to question-framing problems and political issues with investors. If asked the question "Do you want a new OS?", there were few who would say yes. The survey did, however, show there was sufficient support for the benefits TalOS would bring.{{citation needed|date=February 2019}}