Word: armonk
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Grove's dogma of relentless change and fearless leadership echoes from IBM in Armonk, N.Y., to the Great Hall of the People in Beijing. He is a perennial cover boy for the business magazines. Yet, he insists in his usual point-blank locution, "I haven't changed." He is a protective father of two daughters (he has asked us not to reveal their names or occupations), a spirited teacher (his Stanford business-school course is an annual sellout) and, almost incidentally, is worth more than $300 million. His 5-ft. 9-in. frame--honed by hourlong morning workouts, coiled...
...iron. He is making a huge wager that the flood of interest in the Internet and internal networks (intranets) will produce a surge in demand for the sort of giant computers only IBM can make and maintain. The prediction evokes some scary memories at company headquarters in Armonk, New York; it's exactly the same bet the company made in the early '80s, when it wagered billions that the mainframe market was due for growth. The decision almost killed the company. Gerstner at least has stripped away the division's techno-worshipping culture and replaced it with an outlook that...
Although the company, based in Armonk, New York, has already taken several drastic steps to snap out of its prolonged slump, many industry analysts remain unconvinced of IBM's ability to re-emerge as a major force in the industry. The moves so far, they say, are little more than Band-Aid solutions that cover up deep financial and technological wounds. IBM's challenge is not just to shrink in size but also to remake itself completely into a nimbler and more market-oriented player, in much the same way that American Telephone & Telegraph reshaped itself after the breakup...
Things look a bit grayer at Big Blue these days, at least judging from an internal memo leaked last week by someone within IBM. The theme of a charring corporate review delivered at an April management meeting in Armonk, N.Y., was "Everyone is too damn comfortable at a time when the business is in crisis." The critique continued: "There's no fun being a no-growth business. It's not the stockholders' fault. The problem belongs to those who manage the business." Remarkable words under any circumstances, but most remarkable considering the source: IBM chairman John Akers...
...Pentagon-size bureaucracy to run a business. Downsizing led to outsourcing of suppliers, and has now led to a movement to ship out the whole company. After all, with new technologies, you can run even a global business out of a small town." He's right. Just ask IBM (Armonk, N.Y.) or General Electric (Fairfield, Conn...