Since its publication in February, Edwin Black’s book “IBM and the Holocaust: The Strategic Alliance Between Nazi Germany and America’s Most Powerful Corporation” has stirred unprecedented controversy among students of the Holocaust, American enterprise and information technology.
IBM also maintains, in a February statement to which it refers most questions on the matter, that the Nazis took control of its German unit before and throughout the war, and that the company “does not have much information about this period or the operations of Dehomag.” Black vehemently disputes both claims.
IBM also defended Chairman Thomas Watson for his dealings with Hitler and his regime.
“As chairman of a major international company and a strong supporter of international trade, he met and corresponded with senior government officials from many, many countries, Hitler and Germany among them, in the 1930s,” Makovich wrote. “As far as we know, the nature of the contacts between IBM executives and German government officials during the 1930s were similar to those with other government officials in other countries and consistent with IBM practices in the various countries in which the company did business during that era.”
IBM & The Holocaust by Edwin Black
Mankind barely noticed when the concept of massively organized information quietly emerged to become a means of social control, a weapon of war, and a roadmap for group destruction. The unique igniting event was the most fateful day of the last century, January 30, 1933, the day Adolf Hitler came to power. Hitler and his hatred of the Jews was the ironic driving force behind this intellectual turning point. But his quest was greatly enhanced and energized by the ingenuity and craving for profit of a single American company and its legendary, autocratic chairman. That company was International Business Machines, and its chairman was Thomas J. Watson.
Der Führer’s obsession with Jewish destruction was hardly original. There had been czars and tyrants before him. But for the first time in history, an anti-Semite had automation on his side. Hitler didn’t do it alone. He had help.
In the upside-down world of the Holocaust, dignified professionals were Hitler’s advance troops. Police officials disregarded their duty in favor of protecting villains and persecuting victims. Lawyers perverted concepts of justice to create anti-Jewish laws. Doctors defiled the art of medicine to perpetrate ghastly experiments and even choose who was healthy enough to be worked to death-and who could be cost-effectively sent to the gas chamber. Scientists and engineers debased their higher calling to devise the instruments and rationales of destruction. And statisticians used their little known but powerful discipline to identify the victims, project and rationalize the benefits of their destruction, organize their persecution, and even audit the efficiency of genocide. Enter IBM and its overseas subsidiaries.
Solipsistic and dazzled by its own swirling universe of technical possibilities, IBM was self-gripped by a special amoral corporate mantra: if it can be done, it should be done. To the blind technocrat, the means were more important than the ends. The destruction of the Jewish people became even less important because the invigorating nature of IBM’s technical achievement was only heightened by the fantastical profits to be made at a time when bread lines stretched across the world.
So how did it work?
When Hitler came to power, a central Nazi goal was to identify and destroy Germany’s 600,000 Jews. To Nazis, Jews were not just those who practiced Judaism, but those of Jewish blood, regardless of their assimilation, intermarriage, religious activity, or even conversion to Christianity. Only after Jews were identified could they be targeted for asset confiscation, ghettoization, deportation, and ultimately extermination. To search generations of communal, church, and governmental records all across Germany-and later throughout Europe-was a cross-indexing task so monumental, it called for a computer. But in 1933, no computer existed.
When the Reich needed to mount a systematic campaign of Jewish economic disenfranchisement and later began the massive movement of European Jews out of their homes and into ghettos, once again, the task was so prodigious it called for a computer. But in 1933, no computer existed. When the Final Solution sought to efficiently transport Jews out of European ghettos along railroad lines and into death camps, with timing so precise the victims were able to walk right out of the boxcar and into a waiting gas chamber, the coordination was so complex a task, this too called for a computer. But in 1933, no computer existed.
However, another invention did exist: the IBM punch card and card sorting system-a precursor to the computer. IBM, primarily through its German subsidiary, made Hitler’s program of Jewish destruction a technologic mission the company pursued with chilling success. IBM Germany, using its own staff and equipment, designed, executed, and supplied the indispensable technologic assistance Hitler’s Third Reich needed to accomplish what had never been done before-the automation of human destruction. More than 2,000 such multi-machine sets were dispatched throughout Germany, and thousands more throughout German-dominated Europe. Card sorting operations were established in every major concentration camp. People were moved from place to place, systematically worked to death, and their remains cataloged with icy automation.
IBM Germany, known in those days as Deutsche Hollerith Maschinen Gesellschaft, or Dehomag, did not simply sell the Reich machines and then walk away. IBM’s subsidiary, with the knowledge of its New York headquarters, enthusiastically custom-designed the complex devices and specialized applications as an official corporate undertaking. Dehomag’s top management was comprised of openly rabid Nazis who were arrested after the war for their Party affiliation. IBM NY always understood-from the outset in 1933-that it was courting and doing business with the upper echelon of the Nazi Party. The company leveraged its Nazi Party connections to continuously enhance its business relationship with Hitler’s Reich, in Germany and throughout Nazi-dominated Europe.
Dehomag and other IBM subsidiaries custom-designed the applications. Its technicians sent mock-ups of punch cards back and forth to Reich offices until the data columns were acceptable, much as any software designer would today. Punch cards could only be designed, printed, and purchased from one source: IBM. The machines were not sold, they were leased, and regularly maintained and upgraded by only one source: IBM. IBM subsidiaries trained the Nazi officers and their surrogates throughout Europe, set up branch offices and local dealerships throughout Nazi Europe staffed by a revolving door of IBM employees, and scoured paper mills to produce as many as 1.5 billion punch cards a year in Germany alone. Moreover, the fragile machines were serviced on site about once per month, even when that site was in or near a concentration camp. IBM Germany’s headquarters in Berlin maintained duplicates of many code books, much as any IBM service bureau today would maintain data backups for computers.
I was haunted by a question whose answer has long eluded historians. The Germans always had the lists of Jewish names. Suddenly, a squadron of grim-faced SS would burst into a city square and post a notice demanding those listed assemble the next day at the train station for deportation to the East. But how did the Nazis get the lists? For decades, no one has known. Few have asked.
The answer: IBM Germany’s census operations and similar advanced people counting and registration technologies. IBM was founded in 1898 by German inventor Herman Hollerith as a census tabulating company. Census was its business. But when IBM Germany formed its philosophical and technologic alliance with Nazi Germany, census and registration took on a new mission. IBM Germany invented the racial census-listing not just religious affiliation, but bloodline going back generations. This was the Nazi data lust. Not just to count the Jews — but to identify them.
People and asset registration was only one of the many uses Nazi Germany found for high-speed data sorters. Food allocation was organized around databases, allowing Germany to starve the Jews. Slave labor was identified, tracked, and managed largely through punch cards. Punch cards even made the trains run on time and cataloged their human cargo. German Railway, the Reichsbahn, Dehomag’s biggest customer, dealt directly with senior management in Berlin. Dehomag maintained punch card installations at train depots across Germany, and eventually across all Europe.
How much did IBM know? Some of it IBM knew on a daily basis throughout the 12-year Reich. The worst of it IBM preferred not to know — “don’t ask, don’t tell” was the order of the day. Yet IBM NY officials, and frequently Watson’s personal representatives, Harrison Chauncey and Werner Lier, were almost constantly in Berlin or Geneva, monitoring activities, ensuring that the parent company in New York was not cut out of any of the profits or business opportunities Nazism presented. When U.S. law made such direct contact illegal, IBM’s Swiss office became the nexus, providing the New York office continuous information and credible deniability.
Certainly, the dynamics and context of IBM’s alliance with Nazi Germany changed throughout the twelve-year Reich….Make no mistake. The Holocaust would still have occurred without IBM. To think otherwise is more than wrong. The Holocaust would have proceeded — and often did proceed — with simple bullets, death marches, and massacres based on pen and paper persecution. But there is reason to examine the fantastical numbers Hitler achieved in murdering so many millions so swiftly, and identify the crucial role of automation and technology. Accountability is needed.
Source: Excerpted from the introduction of IBM and the Holocaust.
Copyright © 2001 Edwin Black