Louis V. Gerstner, Jr.

of IBM, Louis V. Gerstner, Jr. He led IBM from April 1993 until March 2002. He raised IBM from the brink of bankruptcy and mainframe obscurity back to the forefront of the technology. Book tells the story of IBM’s competitive and cultural transformation. It is an excellent case study in managing a crisis, principles of leadership and a thoughtful reflection on computer industry. With decades of experience at some of America’s top companies- Mckinsey, American Express, RJR Nabisco, Louis Gerstner’s

Introduction The book “Who Says Elephants Can’t Dance?” (Gerstner, L.V., 2002) is an account of IBM 's historic turnaround told by Louis V. Gerstner, Jr., the chairman and CEO of IBM from April 1993 until March 2002. This book touches on Gerstner’s life before joining IBM, highlighting his years in McKinsey & Company, American Express and RJR Nabisco, but is primarily centered on his IBM experience particularly relating to the turnaround strategies he implemented which took IBM from less than $18

their needs grew. The computer industry is forever growing and expanding. - Technological advances, economic stability "The franchise was a gold mine. IBM's share of the computing market skyrocketed. Competitors reeled; many disappeared."- Louis Gerstner IBM had little in the way of competitors in the early years with a 60% profit and held 30%market share; this however was probably what attracted the antitrust law suit. - Competitive environment, legal/political, government regulators The

Source: IBM Annual Report 2009 2.4 Summary: The need for drive towards effective implementation of service IBM had barely escaped the misfortune of being broken up and sold in pieces thanks largely to the leadership, drive and determination of Lou Gerstner. In keeping the company intact, he had preserved the inherent differentiating capability that IBM had at that time, which was as an end-to-end complex technical

behavior of everyone within an organization and, if carefully crafted, can have a significant positive effect on organizational success” (Certo and Certo, 2006, p. 423). Louis Gerstner proved this at IBM during his tenure from 1993 to 2002 when he revived IBM by refocusing on their culture. Roots Company The

regained business initiative by building upon the decision to keep the company whole, IBM unleashed a global services business that rapidly became a leading technology integrator and also invested heavily in software development. (DiCarlo, “How Lou Gerstner”) On later years IBM have struggled with declining revenues and only met profitability goals by cutting its operational costs. The weak revenue growth has affected the price-levels of the firms stock negatively. To maintain the price of its stock

805-130 IBM's Decade of Transformation: Turnaround to Growth In March 2002, Gerstner passed the reins of power to Sam Palmisano, a 31-year company veteran, to complete the transformation. Palmisano and the senior executive team were committed to returning the company to greatness. “[Our problems in the late 1980s and early 1990s]

HISTORY International Business Machines Corporation (IBM) is an information technology company that uses their expertise to provide customer solutions. The company operates primarily in a single industry using several different segments that create value by offering a variety of solutions that include, technologies, systems, products, services, software, and financing (10-K report). The company 's major operations compromise three hardware product segments. These segments are: technology, personal

INTRODUCTION What is e-business? Electronic business or also known as e-business is any business that uses advanced technologies in their business processes, filing, and electronic commerce. Apart from that, these technologies also help the workforce in the organisation to communicate easily. Last but not least, e-business able to communicate with their shareholders, suppliers, stakeholders and customers without difficulty. E-business gives a competitive advantage to the company. However, it is

ASSIGNMENT (Group) - 2010 Analysis of Life-Cycle of IBM OCTOBER 23, 2010 IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF THE COURSE "ORGANIZATIONAL BEHAVIOUR - II" OF MBA (FULL TIME) SUBMITTED TO: Prof. Harismita Trivedi and Prof. Sari Mattila Submitted By: Group No. 43 Saurabh Shrivastava – 101143 Rohit Adukia – 101243 Roshni Kumar – 101343 Table of Contents 1. CURRENT SCENARIO 1 2. HISTORY OF IBM 2 2.1 The Origin of IBM 2 2.2 IBM’s Early Growth 4 2.3 IBM post