Documente Academic
Documente Profesional
Documente Cultură
cant
dance
Presented
by Thirumeninathan
grabbing hold
strategy
culture
lessons Learned
observations
legacy
evaluate
in a fish bowl
important decisions
hold the vision
reengineer
revive the brand
pay for
performance
. . . Grabbing
IBM
Bad press
Too many competitors
Angry customers
Bureaucratic approach
Losing money and
negative cash flows
Lou Gerstner
. . . evaluate
Management consultancy
in McKinsey
Experience in highly
charged corporate
environments
Has experience as an IBM
customer
Proven change agent
. . . in a fish bowl
First Impressions
Immediate steps
CFO & HR hiring
Culture reset
. . . important decisions
. . . important decisions
. . . reengineer
Some successful
campaigns
Solutions for the small planet
eBusiness
. . . branding
. . . strategies
Emerging trends
Services based
Network computing oriented
A post PC world
. . . services business
OS/2 vs Windows
4000 software products
Reduction of 30 labs to 8
Consolidated 60 brands to 6
Focus on middleware (blue ocean)
Lotus acquisition
. . . software business
DRAM business
Application software business partnership with Siebel
Telco IBM network AT & T
Challenges to exit the PC market
basic beliefs
culture of no
leading by
principles
IBMs moonshot
. . . culture
. . . basic beliefs
. . . the culture of no
. . . leading by principles
. . . the moonshot
. . . lessons learned
High Energy
Strong bias for action
Strategic sense
Ability to motivate others
Strong team builder
Org culture which tends to ask for forgiveness rather than
permission destroys soon
. . . Leadership is personal
the industry
corporations and the
community
. . . observations
Industry
No common industry associations for IT hyper competitive
Annihilation of competitors, increasing returns and networking effect
Constant hunt for the next big wave
System
Too focused on short term gains
Board only of external directors
High taxation on speculative trading and bring back ownership based
economy
. . . the industry
. . . legacy
. . . Thank you!!!