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[조직행동론]IBM Lou Gerstner case study

저작시기 2006.01 |등록일 2006.12.13 워드파일MS 워드 (doc) | 3페이지 | 가격 1,500원

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IBM의 리더 Lou Gerstner의 케이스를 통하여 리더쉽에 대해 스터디. 케이스와 에세이 모두 영어로 작성되어 있음.

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IBM (also known as "Big Blue") racked up losses of $2.9 billion in 1991 and $5 billion in 1992. At its height, IBM stock had reached $125 a share, but by early 1993 it was selling at less than $46 a share, its lowest price in seventeen years. Thus it came as little surprise when CEO John Akers announced in January 1993 that he would step down. Akers had been blamed for Big Blue`s slowness to react to changes in the marketplace, such as the decline in demand for mainframe computers, and for his inability to move the company forward. With his departure the business community was abuzz, with rumors about who would be chosen to lead the troubled giant.
In March 1993, IBM announced that Lou Gerstner, a man with no experience at IBM or in the computer industry, had agreed to become CEO of the troubled company. Could Gerstner change Big Blue`s fortunes?
Gerstner has an undergraduate degree in engineering from Dartmouth College and an MBA from Harvard Business School. By the time he was 31, he was the youngest partner at the consulting firm of McKinsey&Co., and he quickly proceeded to assume a variety of leadership positions in companies that became top performers in their industries When Gerstner was president of American Express from 1985 to 1989, that company’s net income increased by 66 percent. During his tenure as CEO of RJR Nabisco from 1989 to 1993, he reduced Nabisco`s debt from $26 billion to $14 billion while encouraging new product development.
Gerstner has been described as a hands-on, detail-oriented leader who likes to get involved in the day-to-day operations of the companies he leads
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