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Lou Gerstner used several key strategies to turn around IBM. Firstly, he made the bold decision to keep IBM together, rather than breaking it up. He also dramatically reduced prices and ventured into the new realm of services. Gerstner reorganized IBM around industries rather than geographies. A significant part of his strategy was changing the company culture. He replaced complacency and staunch traditionalism with competitiveness and customer-focus. He also had a unique communication philosophy and used nine strategies to motivate others.
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Surviving a crisis requires bold leadership, a strategy for the future, tough decisions, and the ability to motivate and inspire others to come along with you. IBM's turnaround leader Louis Gerstner implemented these tactics and more, making calls to keep IBM together, dramatically reduce prices, enter the new realm of services, and reorganize around industries rather than geographies. Learn his reasonings and how he kept IBM afloat after giving the business no more than a 20% chance of making it through their downturn. An even bigger challenge was the culture clash that stormed as he imbued IBM with new values of competitiveness and customer-focus in place of complacency and staunch traditionalism. Learn his communication philosophy and the nine strategies he chose to motivate others.
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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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