Word: gerstner
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...Gerstner disavowed the importance of vision eight years ago, when he became CEO of then beleaguered IBM. "The last thing IBM needs is a vision," he said, playing up the company's immediate ills. President Bush--the first one--famously lamented voters' focus on "the vision thing." Bill Gates once said that "being a visionary is trivial." Ahem. Wall Street begs to differ. In the post-bubble slowdown, investors can't get enough vision from decision makers. In fact, in many cases they can't get any. And that's the problem...
...botched reorganization derailed CEO Rick Thoman. An IBM and American Express executive and a Lou Gerstner protege, Thoman was brought in as CEO last year to turn Xerox into a high-tech dynamo. His sin was not his strategy but his sense of urgency. Thoman believed Xerox had to move fast, but the troops were not ready. "There's a fine touch between knowing what to do and when to do it," an insider says of Thoman's leadership. Thoman was replaced by former Xerox chief Paul Allaire...
...case, uses a thumbwheel to scroll through a few messages and then slips it back into its case. Occasionally, he pokes out a quick message on the device's Chiclet-size keys. Chirp. Pop. Click-click-click. It's almost a Macarena rhythm. 1-2-3-4-5. Lou Gerstner, the CEO of IBM, sends Levin a congratulatory e-mail. Chirp. Pop. Click-click-click...
...media trope last week to quote an anonymous Time Warner insider as saying that Levin had had a "charisma bypass." Levin is a quiet man. He doesn't have the voluble energy of a Mike Armstrong, the CEO of AT&T, or the raging fire of IBM's Gerstner. But Levin's brainpower, delivered first from a pedestal as Time Warner's strategist and futurist, has commanded the board of directors' attention. And so have his flameouts, riveting in the same way a NASCAR wreck is--all wheels, fire and smoking rubble. His track record, after all, includes half...
...When Lou Gerstner, IBM's iron-willed CEO, makes a decision, he usually sticks by it. So how was it that 10 days ago he made an abrupt about-face, scaling back a change to the company's retirement plan that was supposed to save $200 million annually? And did Gerstner realize he was feeding a nationwide workplace riot among baby boomers, who are convinced their nest eggs are being plundered...