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...
children powerful technology
Every now and then, a technology comes along that is so profound, so powerful, so universal, that its impact will change everything. It will transform every institution in the world. It will create winners and losers, will change the way we do business, the way we teach our children, communicate and interact as individuals.
military land air
Our military should be trained and structured around missions, not the elements of air, water, and land.
believe important form
What we believe is going to be very important is the delivery of traditional software and services and hardware over the Net. That's a form of electronic marketplace.
skills needs integrated
We do not need Departments of Commerce, Labor, and Education; we need a single Department of Skills that will promote an integrated approach to global competitiveness.
listening months firsts
For the first month, I listened, and I tried very hard not to draw conclusions
technology issues promise
The networked world offers the promise that maybe the information technology industry will start to, for the first time in a decade or so, address CEO-level issues.
culture i-have-learned ibm
The thing I have learned at IBM is that culture is everything.
chinese goes-on want
I want to become a student. I want to read Chinese history and go on a dig.
player thinking world
I just think we should look at this as a chess match," he said, "between the world's greatest chess player and Garry Kasparov.
cambridge-university chinese goes-on
I've been accepted at Cambridge University. I want to study Chinese history and archaeology. I want to become a student. I want to read Chinese history and go on a dig.
leadership next ibm
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.
issues people doe
The fundamental issue is: In the world of the Internet, is there a place for a packager of services? Does the customer want to go surf the Net and go to every one of 50,000 Web sites? Or will people pay a reasonable amount for somebody to go out and preselect and package what they want? My guess is they will both coexist.
believe needs fundamentals
No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive.
leadership practice people
If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?