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  • IBMs Decade of Transformation Turnaround To Growth

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    Naitik Shah
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    IBM faced declining performance in the 1990s due to factors like a focus on large systems rather than emerging technologies. When Lou Gerstner became CEO in 1993, he took actions to turn the company around like restructuring operations and emphasizing customer service. Gerstner performed well as a turnaround manager, helping IBM return to profitability. Later, Gerstner and his successor Sam Palmisano faced challenges in positioning IBM for long-term growth and innovation, such as adapting to new markets and technologies.

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    Questions to ponder on for IBM : HBR case

    Original Title

    IBMs Decade of Transformation;Turnaround to Growth

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    IBM faced declining performance in the 1990s due to factors like a focus on large systems rather than emerging technologies. When Lou Gerstner became CEO in 1993, he took actions to turn the company around like restructuring operations and emphasizing customer service. Gerstner performed well as a turnaround manager, helping IBM return to profitability. Later, Gerstner and his successor Sam Palmisano faced challenges in positioning IBM for long-term growth and innovation, such as adapting to new markets and technologies.

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    788 views1 page

    IBMs Decade of Transformation Turnaround To Growth

    Uploaded by

    Naitik Shah
    IBM faced declining performance in the 1990s due to factors like a focus on large systems rather than emerging technologies. When Lou Gerstner became CEO in 1993, he took actions to turn the company around like restructuring operations and emphasizing customer service. Gerstner performed well as a turnaround manager, helping IBM return to profitability. Later, Gerstner and his successor Sam Palmisano faced challenges in positioning IBM for long-term growth and innovation, such as adapting to new markets and technologies.

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    Business information Systems Management pgp18

    Case Questions
    Case: IBM's Decade of Transformation: Turnaround to
    Growth
    Submission date: 08/01/2014
    Questions:
    1. What factors led to IBMs problems?
    2. What actions did Gerstner take when he assumed the role of CEO in April
    1993?
    3. How well did he perform as a turnaround manager?
    4. What challenges did Gerstner and his successor, Sam Palmisano, face as they
    attempted to position IBM for growth and innovation?
    5. Why do large established companies like IBM find out it so difficult to
    innovate?
    6. What made IBM a great company during the 1990s and 1970s?
    7. Can the company became a great company again, and what is your definition
    or greatness?

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