But that early demo proved difficult to turn into a finished product, so Borland switched to a group from Ashton-Tate, then switched again, finally finishing the job with a programming crew from WordTech, a small company Borland bought in 1993. But the new dBase was only released last summer, to mediocre reviews, and by that time, many dBase customers had switched to Microsoft. Software companies such as Borland are relentless schmoozers, constantly holding exploratory talks with each other about everything from technology agreements to full-on mergers. Borland had its share of these, and was especially serious about discussions with International Business Machines Corp. and Novell. A partnership a year or two ago might have meant a different fate for Borland, but in the end, nothing came of the talks.
Corporate histories tend to be binary, in that companies either do everything or nothing right.
The former Borland officials acknowledged they were dwelling on the company's weak points and overlooking its strengths, such as its strong product line, especially in its early years. And most on the group agreed that even if the firm had done everything according to Hoyle, it's doubtful whether in the end, with Microsoft around, it would have mattered much. Being at Borland was like dying of cancer while riding on a train that was speeding toward a head-on collision. The company once again is trying to reorganize its financial house and recast its strategy, but analysts fear it may be too late. The Mercury News.