Most Helpful Customer Reviews
57 of 73 people found the following review helpful:
5.0 out of 5 stars
Saving IBM from Itself, November 18, 2002
By A Customer
While at IBM Louis V. Gerstner, Jr. developed a reputation of aloof arrogance. One would not suspect this from reading his book, in which he gives generous credit to the tens of thousands of people who created the company and to many others, some by name, who helped to save and resurrect it. As a former IBM executive who took early retirement twenty years ago, just as the company's bureaucracy was beginning to strangle the organization, I was fascinated to learn how that bureaucracy spread and the extremes to which it went, creating a culture thst led to decisions (if any) by committee, conspiratorial compromise, and self-protective behavior. This is not the IBM I had known. Even more interesting is the rapidity with which Louis Gerstner diagnosed the sickness of the company and the speed and persistence with which he administered tough medicine. Despite IBM's near-terminal condition Gerstner saw it correctly not only as a business enterprise but as a "national treasure" that was well worth the collossal efforts needed to restore it. Unlike Jack Welch's adolescent "Jack: Straight from the Gut", this book focuses on the processes of leadership and management, strategic choice, and the decision process. But it speaks also to the essential importance of corporate culture, at IBM a way of life that is based on values rather than just on being first. As a recovering IBMer I salute Mr. Gerstner for his remarkable achievements and as a reader applaud him for this exceptional contribution to the business book genre. Don't miss it.
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65 of 85 people found the following review helpful:
2.0 out of 5 stars
Who says elephants can't write?, December 2, 2002
By A Customer
It is strangely ironic that, after doing his best to suppress all negative communication within IBM, it should be the reader feedback on amazon.com that alerts Gerstner to what the world at large really thinks of him. Ever since 1994 the newsreading public has been conned into a set of beliefs about IBM and Gerstner, simply through IBM's vice-like control of all media that wanted a share of IBM's ad spending. It is bizarre that he expects us to read through a critical employee e-mail on pages 81-82 of his book, when he admits that he couldn't even spare the time to reply to it himself. Gerstner was the IBM CEO with a worse revenue record than John Akers, the man he replaced. The only way Gerstner could find to grow revenue was by buying firms like Lotus. He turned what was a fantastic company to work for into a an ordinary one. He writes in the book that he transformed the company into a firm where the most able got the most rewards. In fact he converted it into a firm where the most aggressive individuals, like Gerstner, win through. He destroyed IBM's employee benefits schemes across the world, claiming they were unaffordable at the time of IBM's darkest hour. Perhaps they were at that time, but Gerstner's greatest sin was that he never returned any of the benefits to the employees when business improved, except through a silly bonus scheme that in my experience never motivated anyone. The result is that IBM has become a company that people still want to have on their CV, but those who join in mid-career almost never stay more than two years. Gerstner groped around and never really found the right idea for growing revenue. His shift to services meant that he took his eye off all the products in the IBM catalogue, and IBM architectures have become an irrelevance in a world now dominated by Windows, TCP/IP, Linux, Solaris and Oracle. He used the AS/400 as a cash cow when a very aggressive pricing scheme could have seen the system create the market that Windows NT instead built. Gerstner has said the Internet saved IBM, but frankly it did a lot more for rivals like Microsoft and Sun. There's a part of me that makes me think this book is one huge, ironic joke -- the guy only pretends to be unaware of the impact of his decisions on others. He boasts about a turnaround that never was and advocates management behaviour that no-one should accept. That would be fine if it were confined to the pages of this book. But unfortunately the impact of Gerstner is written large across the lives of many, many individuals who crossed his path, both inside and outside IBM. The blight cast over their lives means that, when they get the chance, they usually don't recommend IBM products. Gerstner just doesn't understand that. These pages on amazon ought to be required reading for anyone foolish enough to think they want a career in IBM.
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43 of 56 people found the following review helpful:
2.0 out of 5 stars
Over simplified and superficial, December 1, 2002
If you are looking for a condensed version of IBM highlights under Gerstner's lead, this book will meet your needs. If you are interested in gaining an understanding of IBM's issues that led to the "elephant" stumbling, and Gerstner's solutions, you will be disappointed. "Who says..." is a quick read with a superficial treatment of the various issues facing IBM and a simplified view into Gerstner's techniques to turn the company around. Many different scenarios are rushed through, leaving the reader wanting to know more about how and why. The solutions offered by Gerstner and his team seem pat--surely there was more going on. Gerstner can not answer all his critics or the legion of angry ex-IBM'ers in a single book, particularly so close to his career transition. Unfortunately, this book misses the opportunity to provide the reader with anything more than a superficial insight into one man's view of IBM.
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