AutoCAD
In 1982, computer-aided design was the preserve of the privileged few. CAD systems cost a fortune – several hundred thousand dollars – and required specialized machines that only large corporations could afford. A handful of programmers decided to change the game.
John Walker gathered around him about fifteen developers, most from Information Systems Design, a company working on UNIVAC systems. They created Autodesk with a simple but bold idea: develop CAD software for personal microcomputers that were beginning to flood offices. The organization they established was unusual for the time: everyone worked from home, communicating by telephone and mail. With an initial investment of $59,000, they launched a handful of parallel projects, convinced that one of them would eventually break through.
The breakthrough came from Mike Riddle and his Interact program, written in a programming language he had designed himself. The Autodesk team purchased the source code and undertook a complete rewrite in C. Dan Drake and Greg Lutz handled this delicate conversion, progressively transforming this drawing software into what would become AutoCAD. The choice of C, still uncommon in the commercial world, proved judicious for the software's future portability.
In late 1982, at the Comdex show in Las Vegas, AutoCAD made its public debut. The software ran on an IBM PC equipped with 64 KB of memory and two floppy drives. To make an impression, the team organized a demonstration with an HP plotter borrowed for the occasion. The announced price caused a sensation: $1,000, certainly substantial for PC software, but trivial compared to existing solutions.
Mike Ford developed an original commercial strategy based on a network of trained resellers. These handled first-line technical support, thus freeing Autodesk from the constraints of direct customer service. This decentralized approach aligned well with the company's DNA and its remote work philosophy.
AutoCAD won over its target clientele: small architecture and engineering firms. Its ability to run on different hardware platforms and exchange files seamlessly represented a major asset in a highly compartmentalized computing world. Users appreciated this flexibility, which prevented them from being locked into a particular manufacturer.
The technical team maintained a frantic pace of innovation. Support for Intel's 8087 math coprocessor significantly accelerated calculations. Integration of a LISP language offered advanced users the ability to extend the software's functionality according to their specific needs. Dimensioning tools became increasingly sophisticated. Each week, during collegial technical meetings, the team decided on the product's future directions.
Three years after its creation, Autodesk went public. The company had never sought venture capital, developing solely through its own revenues. Business Week ranked it two consecutive years as the fastest-growing company. John Walker, little attracted to managerial aspects, handed the reins to Al Green, then to Carol Bartz in 1992.
The arrival of Windows 3.0 in 1990 transformed the technical landscape. Until then, AutoCAD ran primarily under DOS and was ported to numerous UNIX variants. Management decided to focus its efforts on Windows, anticipating this system's future dominance. This decision coincided with the emergence of 3D modeling as an essential feature, developed under Scott Heath's leadership.
AutoCAD succeeded where others failed through different ingredients: an exceptional technical team obsessed with quality and compatibility, an effective commercial strategy through resellers, accessible pricing, and a remarkable ability to follow the rapid evolution of computer hardware. By democratizing CAD and making it accessible to small organizations, the software transformed design practices in industry and architecture.