It became more difficult. For example, software engineers were often called on to customize field solutions. It was a nimble operation: 1 sales rep, 1 very good sales engineer, and me...quick, agile, and winning serious deals.
After IBM acquisition, an ARMY of less technical people had to be engaged. Trying to throw every product, seeing what stuck, hoping to charge as much as possible. Process oriented administrators wanted a formal SOW and project plan...taking many weeks to do what was once done in a few days. The worst was when administrators imposed a solutions approach, dominating the software engineers.
As for R&D, budgets were cut. Proposals to advance core technology blocked. These are things Google or Facebook would let you prototype with ease.
Like I said, IBM had better do something to reintroduce this spirit of technology initiative and creativity...and yes, treating key sales, marketing, and technology personnel with some perks.