The story
Early history
Technology roots
The VLIW (for Very Long Instruction Word) design style was first proposed by Joseph A. (Josh) Fisher, a Yale University computer science professor, during the period 1979-1981. VLIW was motivated by a compiler scheduling technique, called trace scheduling, that Fisher had developed as a graduate student at the Courant Institute of Mathematical Sciences of New York University in 1978. Trace scheduling, unlike any prior compiler technique, exposed significant quantities of instruction-level parallelism (ILP) in ordinary computer programs, without laborious hand coding. This implied the practicality of processors for which the compiler could be relied upon to find and specify ILP.
VLIW was put forward by Fisher as a way to build general-purpose instruction-level parallel processors exploiting ILP to a degree that would have been impractical using what would later be called superscalar control hardware. Instead, the compiler could, in advance, arrange the ILP to be carried out nearly in lock-step by the hardware, commanded by long instructions or a similar mechanism. While there had previously been processors that achieved significant amounts of ILP, they had all relied upon code laboriously hand-parallelized by the user, or upon library routines, and thus were not general-purpose computers and did not fit the VLIW paradigm.
The practicality of trace scheduling was demonstrated by a compiler built at Yale by Fisher and three of his graduate students, John Ruttenberg, Alexandru Nicolau, and especially John Ellis, whose doctoral dissertation on the compiler won the ACM Doctoral Dissertation Award in 1985. Encouraged by their compiling progress, Fisher's group started an architecture and hardware design effort called the ELI (Enormously Long Instructions) Project.
Business beginnings
ELI, which was to have 512-bit instruction words and initiate 10-30 RISC operations per cycle, was never built. Instead, Fisher, Ruttenberg, and John O'Donnell, who had led the ELI hardware project, started Multiflow in 1984 after failing to interest any mainstream computer companies in partnering in the ELI project. Originally, Multiflow was to have become a division of the workstation company Apollo Computer, but eventually it sought venture capital funding, closing its first round of financing in January, 1985, when the company already had about 20 employees. Donald E. Eckdahl, a former head of the NCR computer division, joined the company in 1985 as its CEO.
Multiflow delivered its first working VLIW minisupercomputers in early 1987 to three beta-sites: Grumman Aircraft, Sikorsky Helicopter, and the Supercomputer Research Center. A Trace 14/200 was demonstrated to the public at a supercomputing conference in May, 1987, in Santa Clara, California.
Customers and business history
Customers
While a few of Multiflow's sales went to organizations wishing to learn more about the new VLIW design style, most systems were used for simulation in product development environments: mechanical, aerodynamic, defense, crash dynamics, chemical, and some electronic. Customers ranged from a major metropolitan air-quality board to a major consumer detergent, food and sundries company, along with the expected heavy industry companies, research laboratories and universities. In 1987, GEI Rechnersysteme GmbH, a division of Daimler-Benz, began distributing Traces in Germany with great success, despite fierce competition from other minisupercomputer companies. In the following three years, Multiflow opened offices or had distributors in most of Western Europe and Japan, and opened offices in many US metropolitan areas.
Multiflow's end
Multiflow ended operations on March 27, 1990, two days after a large deal contemplated with Digital Equipment Corporation came apart. At that point, the board determined that the prospects for successful additional financing, in the amounts necessary to bring Multiflow to maturity, were too unlikely to justify the company's continuation. Multiflow's failure is often blamed anecdotally on “good technology, but bad marketing,” on “good software, but slow, conservative hardware,” on some property of its innovative technology, or even on the isolated location of its headquarters. The more likely cause was that its business plan was incompatible with seismic shifts in the computer industry. Building a full-scale, general-purpose computer company seemed to require many hundreds of millions of dollars (US) by 1990. But the killer micro revolution meant there would be a steady march of ever faster and cheaper competition. The economies inherent in microprocessors were inaccessible to startups in general, and incompatible with VLIWs, which would have required too much silicon for the densities of the time. (The first VLIW microprocessor was the Philips Life, the ancestor of today's TriMedia, delivered several years later.) Since the founding of Sun and SGI in the early 1980s, no new general-purpose computer company has succeeded without building computers for which there was an existing large software base, and none of the many minisupercomputer startup companies of the 1980s eventually succeeded.
Corporate culture
Multiflow was staffed by engineers, computer scientists, and other computer professionals who were attracted to the combination of a novel and challenging technology, an uphill battle, and the remarkable social experience of working in the most uniformly talented group they were ever likely to be a part of. The system was so novel that its engineering was widely expected to fail. Despite that, even though none of the employees (besides Eckdahl) had ever held senior engineering positions, Trace systems and their software were delivered on time, were robust, and exceeded their promised performance. In great part this was due to the talent level of those attracted to the company, and to the tremendous learning environment it was from the outset.
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Following Multiflow's closing, its employees went on to have a widespread effect on the industry. The small core group of engineers and scientists, numbering about 20, produced four fellows in major American computer companies (two of whom were Eckert-Mauchly Award winners), several founders of successful startups, and leaders of major development efforts at large companies. The only nontechnical person in the core group, hired out of business school, went on to lead corporate development at a major research lab. As Multiflow grew, it continued the tradition of hiring highly talented people: as one example, the documentation writer became one of the most influential editors in computer publishing. Multiflow's effect on the computer industry was very much its people in addition to its technology.
From Wikipedia’s article on Multiflow, shared under CC BY-SA 4.0.3