It actually is a case study from the Innovator's Dilemma:

    Yet IBM’s success in the first five years of the personal computing industry stands in stark contrast to
    the failure of the other leading mainframe and minicomputer makers to catch the disruptive desktop
    computing wave. How did IBM do it? It created an autonomous organization in Florida, far away from its
    New York state headquarters, that was free to procure components from any source, to sell through its own
    channels, and to forge a cost structure appropriate to the technological and competitive requirements
    of the personal computing market. The organization was free to succeed along metrics of success that were
    relevant to the personal computing market. In fact, some have argued that IBM’s subsequent decision to
    link its personal computer division much more closely to its mainstream organization was an important
    factor in IBM’s difficulties in maintaining its profitability and market share in the personal computer
    industry. It seems to be very difficult to manage the peaceful, unambiguous coexistence of two cost
    structures, and two models for how to make money, within a single company.