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IBM's Turnaround and its New Business Model |
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EXCERPTSIBM's TurnaroundGerstner's immediate task was to make IBM profitable. He spent the initial period at the company learning about the prevalent situation. Gerstner visited different IBM facilities all over the world and met customers, competitors, senior executives, financial analysts and consultants to get a first hand account of the actual state of affairs. He argued that customers wanted IBM to remain a single entity... IBM - on the Growth TrackAfter achieving his first objective of turning around IBM, Gerstner faced the challenge of increasing the company's revenues, which had been stagnant for several years. In the mid-1990s, Gerstner visualized that information technology's (IT) role was more significant than just being a productivity tool for a company.
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