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1. hbswk.hbs.edu › archive › gerstner-changing-cultureGerstner: Changing Culture at IBM - Lou Gerstner Discusses ...

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   Dec 9, 2002 · IBM was in deep trouble when Louis V. Gerstner came on board as chairman and CEO almost a decade ago. But as he told MBA students at Harvard Business School, he wasn't the only one responsible for the change: He had lots of help on the inside. by Martha Lagace, HBS Working Knowledge.

2. Videos

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     cnbc.com

     How Gerstner Rebuilt IBM

     Jun 15, 2012

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     2:29

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     Louis V Gerstner on IBM Leadership

     Jan 27, 2021

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     ibm.com

     Louis V. Gerstner Jr. | IBM

     Dec 6, 2023

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3. www.mbaknol.com › management-case-studies › caseCase Study: IBM's Turnaround Under Lou Gerstner - MBA ...

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   • Structure
   • People/Hrm
   • Processes
   • Information & Decision Support
   • Rewards
   • Conclusion

   The next major issue was keeping IBM intact as a single entity. When Gerstner came on board, the conventional advice and wisdom, from both IBM followers and industry experts as well as most of the IBM executives, was that the only way IBM could be saved from eventual bankruptcy and massive disaster was to break IBM apart into smaller companies. Ger...

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   IBM’s people were one of the Gerstner’s targets for change. At IBM, employee aren’t just not resources but the main revenue generator. An organization can be termed as a collective capacity of its employees to create value for itself and customer. Gerstner’s most important accomplishment was to establish a culture that brought employees of IBM clos...

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   Before Gerstner, in IBM there was internal resistance in form of internal department ego clashes, process driven culture and excessive decentralization which leads to slow decision making which was leading to strategy becoming non-implementable. Gerstner discovered that the employees working in the European geographical region used to receive only ...

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   Gerstner saw a need to make changes in some of the existing processes in IBM. One such process was the slow decision making and information flow among various business units (and headquarters) due to clashes between geographic units as well as product teams. In order to resolve this problem, Gerstner introduced a new organizational structure to imp...

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   The compensation system at IBM was revamped. The focus of compensation shifted to a total corporate performancefrom a unit performance. The criteria’s for promotions were vastly reformulated. Gerstner changed the attitude of those in senior management at IBM who were more used to getting work done rather than getting to work. The pay structure was ...

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   Lou Gerstner was a pragmatic leader who took action based on good quality information and who showed great respect for the collective knowledge that existed in an organization on the brink of collapse. Lou Gerstner made the firm decision to keep IBM intact, and he changed its fundamental economic model, re-engineered how the company did business, a...

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4. www.forbes.com › 2002/11/11 › cx_ld_1112gerstnerHow Lou Gerstner Got IBM To Dance - Forbes

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   Nov 11, 2002 · Gerstner will retire from IBM in January. Elephants is the story of IBM's unlikely turnaround, told in first person by Gerstner. (The author makes a point of saying upfront that he wrote...

5. knowledge.wharton.upenn.edu › podcast › knowledge-atLou Gerstner’s Turnaround Tales at IBM - Knowledge at Wharton

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   Dec 18, 2002 · For Gerstner the toughest challenge he faced in rejuvenating IBM – and the subject of most of his book – was changing the IBM culture. “Culture isn’t just one aspect of the game,” he writes.

6. www.mckinsey.com › ~ › mediaLou Gerstner on Corporate Reinvention and Values

   www.mckinsey.com › ~ › media

   Since stepping down from IBM in 2002 he has continued to lead an active “portfolio” life in education, healthcare, and private equity. In this conversation with former McKinsey managing director Ian Davis, he reflects on the DNA of companies that keep on creating value.

7. hbr.org › 2000 › 07Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue

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   By the end of 1994, Lou Gerstner’s first full year as CEO, the company had racked up $ 15 billion in cumulative losses over the previous three years, and its market cap had plummeted from a...

8. People also ask

   What did Lou Gerstner do for IBM?

   • Gerstner led IBM’s transformation from geographical organization to a global, customer-oriented organization. Lou Gerstner created a Global Enterprise based on capitalizing IBM’s ability to “integrate all the parts” for the customers. Another of the Gerstner insight was that every big industry is built around open standards.

   Case Study: IBM’s Turnaround Under Lou Gerstner

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   Did Lou Gerstner bring IBM back from the brink?

   • A version of this article appeared in the December 2004 issue of Harvard Business Review. Reprint: R0412C Lou Gerstner’s was a hard act to follow. As CEO in what were arguably IBM’s darkest hours, Gerstner brought the company back from the brink.

   Leading Change When Business Is Good - Harvard Business Review

   hbr.org/2004/12/leading-change-when-business-is-good

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   How did Gerstner influence organizational change at IBM?

   • Gerstner was instrumental in shifting the mental model of employees from self-centric to customer-centric. He found that most important aspect of organizational change at IBM was its culture — “I came to see, in my time at IBM, that culture isn’t just one aspect of the game–it is the game”.

   Case Study: IBM’s Turnaround Under Lou Gerstner

   www.mbaknol.com/management-case-studies/case-study-ibms-turnaround-under-lou-gerstner/

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   Who is Louis Gerstner?

   • Louis Gerstner was the chairman and CEO of IBM from April 1993 to March 2002. Before joining IBM, he had worked on various consulting assignments at McKinsey and led successful organizational changes at American Express and RJR Nabisco.

   Case Study: IBM’s Turnaround Under Lou Gerstner

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9. hbr.org › 2004 › 12Leading Change When Business Is Good - Harvard Business Review

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   Lou Gerstner’s was a hard act to follow. As CEO in what were arguably IBM’s darkest hours, Gerstner brought the company back from the brink. After nearly ten wrenching years, in which the...