Lou Gerstner
Lou Gerstner
Louis Vincent Gerstner Jr.is an American businessman, best known for his tenure as chairman of the board and chief executive officer of IBM from April 1993 until 2002 when he retired as CEO in March and chairman in December. He is largely credited with turning around IBM's fortunes...
Lou Gerstner quotes about
- behind
- businesses
- continued
- hurt
- putting
- roots
- want
- ibm
- technology
- accomplish
- limitation
- issues
- promise
- great-customer-service
- customer-experience
- customers
- chinese
- goes-on
- looks
- spain
- problem
- commitment
- hard-work
- play
- issue
- morality
- solutions
- inspirational-customer-service
- inspirational-service
- complaints
issue
This is a big issue for every server company.
affected decisions month past profitable series short strategic term yield
Over the past 12 month we have made a series of strategic decisions that have affected short term revenue, but will yield and are already yielding a more profitable portfolio,
becoming few industry moving
That's where the semiconductor industry is moving today, ... It really is becoming a very different industry than just a few years ago.
chapter moves
Chapter One (of the Internet) was about e-commerce and e-business. Chapter Two moves us to 'Do it for me'
beyond buy car college credits earn envision five global greater home individual issues national net parties people political preference presented regard statement stock trade using vote workplace
Five years ago, using the Net to buy a car or trade stock or earn college credits was revolutionary, ... So why not envision a day when we vote with much greater convenience -- from our home or workplace -- or a day beyond that when issues are presented to all the people of the world and we vote as a global statement of individual preference without regard for conventions like political parties or national borders?
makeup games organization
Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
culture fixing management
Fixing culture is the most critical − and the most difficult − part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
moving mean thinking
I don't want to use the word reorganization. Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.
vision lasts needs
The last thing IBM needs right now is a vision.
reality goal culture
You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
inspirational dream compassion
Computers are magnificent tools for the realization of our dreams, but no machine can replace the human spark of spirit, compassion, love, and understanding.
business company customers
We built this company from the customer back, not from the company out.
rain ark building
You don't get points for predicting rain. You get points for building arks.
team people pay
When I arrived at IBM, there were 'Team' signs all around. I asked, 'How do people get paid?' They told me, 'We pay people based on individual performance.