On August 19, 2019, the Business Roundtable released a statement signed by 181 CEOs announcing that they would lead their companies for the benefit of customers, employees, suppliers, communities, and shareholders. To many current corporate employees and their management this was a revelation, because during their time shareholder values dominated the priorities of senior corporate executives. As readers will learn, American corporations-many members of the Business Roundtable-decades ago had functioned profitably, operating with a larger variety of stakeholders in mind. IBM was one such company. Yet as successful as this company was in serving multiple stakeholders, it was unable to sustain that way of managing. It too faltered, tempted into the world of financial acrobatics and interested only in prioritizing the interests of stockholders. This book provides a bottom-up look at IBM's corporate and material cultures and how they shifted from older stakeholder models to modern shareholder priorities, and how the company thrived in some ways and declined in others. Drawing on stories and case studies from employees, their families, and the communities they served, Cortada aims to show how IBM's organizational culture evolved, and decayed, and provide lessons companies can use to rebuild that older stakeholder capitalist mode