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A small business can use the strategies employed by Lou Gerstner at IBM in several ways. Firstly, they can challenge traditional values and practices that may be hindering growth or innovation. This could involve reevaluating company culture, dress codes, benefits, and hierarchical structures. Secondly, they can implement a system where ideas are not easily vetoed, promoting a culture of innovation and risk-taking. Lastly, they can ensure that employees have opportunities for growth and development within the company, such as through mentorship programs or opportunities to work closely with top executives.
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Learn from one of the best turnaround leaders of our time, Lou Gerstner of IBM. Take a page from Gerstner’s playbook on how to reinvigorate a quickly...
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Gerstner inherited a culture of traditional values. Employees wore white shirts and dark ties and received generous benefits. Part of moving upwards at IBM required becoming an administrative assistant to top executives for a time, sitting at the back of meetings and taking notes while at the beck and call of your boss. Other odd practices were in place, too, like the fact that almost anyone could veto any proposal along its way to fruition. One simply had to state that they were "non-concurring," and a project would be stopped in its tracks.
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