IBM and the Holocaust (3 page)

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-member Jewish community. 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 de signer 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 1896 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 twelve-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. I want the full story understood in context. Skipping around in the book will only lead to flawed and erroneous conclusions. So if you intend to skim, or rely on selected sections, please do not read the book at all. 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.

What made me demand answers to the unasked questions about IBM and the Holocaust? I confronted the reality of IBM's involvement one day in 1993 in Washington at the United States Holocaust Museum. There, in the very first exhibit, an IBM Hollerith D-11 card sorting machine—riddled with circuits, slots, and wires—was prominently displayed. Clearly affixed to the machine's front panel glistened an IBM nameplate. It has since been replaced with a smaller IBM machine because so many people congregated around it, creating a bottleneck. The exhibit explained little more than that IBM was responsible for organizing the census of 1933 that first identified the Jews. IBM had been tight-lipped about its involvement with Nazi Germany. So although 15 million people, including most major Holocaust experts, have seen the display, and in spite of the best efforts of leading Museum historians, little more was understood about this provocative display other than the brief curator's description at the exhibit and a few pages of supportive research.

I still remember staring at the machine for an hour, and the moment when I turned to my mother and father who accompanied me to the museum that day and promised them I would discover more.

My parents are Holocaust survivors, uprooted from their homes in Poland. My mother escaped from a boxcar en route to Treblinka, was shot, and then buried in a shallow mass grave. My father had already run away from a guarded line of Jews and discovered her leg protruding from the snow. By moonlight and by courage, these two escapees survived against the cold, the hunger, and the Reich. Standing next to me five decades later, their image within the reflection of the exhibit glass, shrapnel and bullet fragments permanently embedded in their bodies, my parents could only express confusion.

But I had other questions. The Nazis had my parents' names. How?

What was the connection of this gleaming black, beige, and silver machine, squatting silently in this dimly lit museum, to the millions of Jews and other Europeans who were murdered—and murdered not just in a chaotic split-second as a casualty of war, but in a grotesque and protracted twelve-year campaign of highly organized humiliation, dehumanization, and then ultimately extermination.

For years after that chance discovery, I was shadowed by the realization that IBM was somehow involved in the Holocaust in technologic ways that had not yet been pieced together. Dots were everywhere. The dots needed to be connected.

Knowing that International Business Machines has always billed itself as a "solutions" company, I understood that IBM does not merely wait for governmental customers to call. IBM has amassed its fortune and reputation precisely because it generally anticipates governmental and corporate needs even before they develop, and then offers, designs, and delivers customized solutions—even if it must execute those technologic solutions with its own staff and equipment. IBM has done so for countless government agencies, corporate giants, and industrial associations.

For years I promised myself I would one day answer the question: How many solutions did IBM provide to Nazi Germany? I knew about the initial solution: the census. Just how far did the solutions go?

In 1998, I began an obsessive quest for answers. Proceeding without any foundation funds, organizational grants, or publisher dollars behind me, I began recruiting a team of researchers, interns, translators, and assistants, all on my own dime.

Soon a network developed throughout the United States, as well as in Germany, Israel, England, Holland, Poland, and France. This network continued to grow as time went on. Holocaust survivors, children of survivors, retirees, and students with no connection to the Holocaust—as well as professional researchers, distinguished archivists and historians, and even former Nuremberg Trial investigators—all began a search for documentation. Ultimately, more than 100 people participated, some for months at a time, some for just a few hours searching obscure Polish documents for key phrases. Not knowing the story, they searched for key words: census, statistics, lists, registrations, railroads, punch cards, and a roster of other topics. When they found them, the material was copied and sent. For many weeks, documents were flowing in at the rate of 100 per day.

Most of my team was volunteers. All of them were sworn to secrecy. Each was shocked and saddened by the implications of the project and intensely motivated. A few said they could not sleep well for days after learning of the connection. I was often sustained by their words of encouragement.

Ultimately, I assembled more than 20,000 pages of documentation from fifty archives, library manuscript collections, museum files, and other repositories. In the process, I accessed thousands of formerly classified State Department, OSS, or other previously restricted government papers. Other obscure documents from European holdings had never been translated or connected to such an inquiry. All these were organized in my own central archive mir-roring the original archival source files. We also scanned and translated more than fifty general books and memoirs, as well as contemporary technical and scientific journals covering punch cards and statistics, Nazi publications, and newspapers of the era. All of this material—primary documents, journal articles, newsclips, and book extracts—were cross-indexed by month. We created one manila folder for every month from 1933 to 1950. If a document referred to numerous dates, it was cross-filed in the numerous monthly folders. Then all contents of monthly folders were further cross-indexed into narrow topic threads, such as Warsaw Ghetto, German Census, Bulgarian Railroads, Watson in Germany, Auschwitz, and so on.