The tractor side of the issue is a lot more complicated than folks think. One of the problems IH had is that it had very smart engineers who knew a better way than the traditional clutch style power shift. However, those better ways always ran into problems, and IH stuck with a transmission in the 06s, which itself was a quickey that resulted when a CVT wouldn't downshft correctly (The Schottler transmission.) Hydrostatics never took off, and IH couldn't get a hydromechanical to workfor decades (neither could anyone else until Steyer did it) Axial flow was not a major contributer to the delay in getting a powershift to market. And it took a lot longer than 15 years to get it right. If anything, long development programs that got major advances to market was an IH strength. Powershift was an area where IH started and stopped. Cotton picker took decades. Farmall was in development for about 15 years before hitting market fully in 1926. Even gas engines took about 15 years before getting into production in 1904.
IH management pretty much bought the union problems they had.
IH management was told about most of their problems.THe new management that came in during 1977 were especially idiots- they were warned that the industry was going to take a major turn downward about 1980. They were told that Louisville should be closed. They told the naysayers to shut up, and the company paid the price.
It was the anti-union side in the company that also screwed up in the 1950s by getting rid of Fowler McCormick and putting John McCaffrey in as CEO. McCaffrey lasted about three years before getting replaced as CEO, and a few laters he was retired from the board. The company really went down the tubes in the 1950s, as McCaffrey poured money into construction side, and shortchanged tractor R&D, shorted testing on everything, and generally screwed the dealer network. Even the Super MTA was a bit of a disappoiintment, as the dealership network thought they were getting an automatic transmissioned tractor.