IBM Learned From Both Successes and Failures

 
 
By Chris Preimesberger  |  Posted 2011-08-09 Email Print this article Print
 
 
 
 
 
 
 


Secondly, Palmisano said, IBM has been able to survive not only its failure, but its successes.

"The Valley is a bone pile of companies that had extraordinary initial success, but were not able to achieve a second act," Palmisano said. "IBM, in the early '90s, held on to the mainframe-based business long after the industry and market had changed in ways that rendered the model obsolete. The problem wasn't the technology; the mainframe remains a highly valuable platform. The problem was the business and organizational models built around it.

"It took a very difficult struggle for IBM to change those. It is now, and has been for decades, a very healthy business for us now, thank you very much."

Palmisano also explained the company's strategy in selling the popular ThinkPad computer franchise to a Chinese firm, Lenovo, in 1992.

"It was by any measure the most recognizable brand for us, touching tens of millions of people," Palmisano said. "Yet we knew that personal computers were becoming increasingly commoditized, and that's not where we wanted to be. It's a good product, but our financials are much better today without it."

Don't Confuse Charisma with Leadership

Thirdly, Palmisano said, IBM has survived the changes of leadership that can throw a company off course. Palmisano is only the ninth CEO of the company, yet he has led the company for 10 percent of its existence. 

"We have learned not to confuse charisma with leadership. IBM has faced this challenge (of following a charismatic leaders in founder Thomas Watson Sr. and his son, Thomas Watson Jr.)," Palmisano said. "Many historians believe that Watson Sr.'s most enduring contribution to business was his intentional creation of something that would outlast him -- a shared corporate culture.

"He showed that how the basic beliefs and values of an organization could be perpetuated -- how they could become its guiding constant through time.

"This is why we have focused much attention over the years on building talent. Betting it all on one person, or a small cadre of stars, is the opposite of building for the long term."




 
 
 
 
Chris Preimesberger Chris Preimesberger was named Editor-in-Chief of Features & Analysis at eWEEK in November 2011. Previously he served eWEEK as Senior Writer, covering a range of IT sectors that include data center systems, cloud computing, storage, virtualization, green IT, e-discovery and IT governance. His blog, Storage Station, is considered a go-to information source. Chris won a national Folio Award for magazine writing in November 2011 for a cover story on Salesforce.com and CEO-founder Marc Benioff, and he has served as a judge for the SIIA Codie Awards since 2005. In previous IT journalism, Chris was a founding editor of both IT Manager's Journal and DevX.com and was managing editor of Software Development magazine. His diverse resume also includes: sportswriter for the Los Angeles Daily News, covering NCAA and NBA basketball, television critic for the Palo Alto Times Tribune, and Sports Information Director at Stanford University. He has served as a correspondent for The Associated Press, covering Stanford and NCAA tournament basketball, since 1983. He has covered a number of major events, including the 1984 Democratic National Convention, a Presidential press conference at the White House in 1993, the Emmy Awards (three times), two Rose Bowls, the Fiesta Bowl, several NCAA men's and women's basketball tournaments, a Formula One Grand Prix auto race, a heavyweight boxing championship bout (Ali vs. Spinks, 1978), and the 1985 Super Bowl. A 1975 graduate of Pepperdine University in Malibu, Calif., Chris has won more than a dozen regional and national awards for his work. He and his wife, Rebecca, have four children and reside in Redwood City, Calif.Follow on Twitter: editingwhiz
 
 
 
 
 
 
 

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