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IBM: Using Business-Driven Action Learning in a Turnaround

In: Business Driven Action Learning

Author

Listed:
  • Ron Hosta

Abstract

THE year 1993 was very noteworthy for IBM. It was the first time in the approximate 75-year history of IBM that we brought in an outside Chief Executive Officer (CEO). Lou Gerstner was appointed the head of IBM, as CEO, and he came to us from RJR Nabisco. In addition, he brought in a few members of his senior team, and this was another very significant change in IBM. Up to that time, all promotions were from within and you can imagine the shock waves that reverberated through the system. It was about the time when Lou Gerstner came in that I joined executive development and was asked to head up the Global Executive Development Programme. The first year that we started to map out the programmes, the new head of Human Resources, Gerry Czarnecki, put a stop to all current programmes that had been going on for a year. We were allowed to re-examine everything that was happening in order to come up with an entirely new design. That in effect was quite a monumental thing for IBM, to bring everything to a halt and reconsider all our programmes.

Suggested Citation

  • Ron Hosta, 2000. "IBM: Using Business-Driven Action Learning in a Turnaround," Palgrave Macmillan Books, in: Yury Boshyk (ed.), Business Driven Action Learning, chapter 7, pages 76-90, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-28586-6_7
    DOI: 10.1057/9780230285866_7
    as

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