 IBM: Using Business-Driven Action Learning in a TurnaroundRon Hosta Chapter 7 in Business Driven Action Learning, 2000, pp 76-90 from Palgrave Macmillan Abstract: Abstract THE year 1993 was very noteworthy for IBM. It was the first time in the approximate 75-year history of IBM that we brought in an outside Chief Executive Officer (CEO). Lou Gerstner was appointed the head of IBM, as CEO, and he came to us from RJR Nabisco. In addition, he brought in a few members of his senior team, and this was another very significant change in IBM. Up to that time, all promotions were from within and you can imagine the shock waves that reverberated through the system. It was about the time when Lou Gerstner came in that I joined executive development and was asked to head up the Global Executive Development Programme. The first year that we started to map out the programmes, the new head of Human Resources, Gerry Czarnecki, put a stop to all current programmes that had been going on for a year. We were allowed to re-examine everything that was happening in order to come up with an entirely new design. That in effect was quite a monumental thing for IBM, to bring everything to a halt and reconsider all our programmes. Keywords: Chief Executive Officer; Business Unit; Senior Executive; Strategic Issue; Teachable Moment (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-28586-6_7 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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