Leadership in the Cusp of Change

Jeffrey Goldstein, James K. Hazy and Benyamin B. Lichtenstein

Chapter Chapter 3 in Complexity and the Nexus of Leadership, 2010, pp 47-73 from Palgrave Macmillan

Abstract: Abstract The elite sales managers at IBM in the early 1990s were proud to work at the world’s leading information technology (IT) company. But more recently, something had begun to change. Slowly at first, then far more quickly, it was becoming apparent that the company’s prospects had become increasingly bleak. A new technology, the microprocessor, entered the market a decade before, and IBM itself had helped define this new market when it launched the phenomenally successful IBM PC in 1981. All along, IBM’s experts had continued to counsel that the PC would never replace the vaulted IBM mainframe computer. They were wrong. During this period, low levels of interaction resonance (the important idea we described in the last chapter) among the product developers as well as the sales and services teams were setting the company up for a crisis.

Keywords: Business Model; Venture Capital; Line Graph; Catastrophe Theory; Interaction Resonance (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-10771-7_3

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DOI: 10.1057/9780230107717_3

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