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	IBM Press room - Biographies - Former CEOs - Louis V. Gerstner, Jr. (Site not responding. Last check: 2007-10-09)
		Gerstner served for four years as chairman and chief executive officer of RJR Nabisco, Inc. This was preceded by an 11-year career at American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary, American Express Travel Related Services Company.
		Gerstner is a director of Bristol-Myers Squibb Co. and a member of the advisory boards of DaimlerChrysler and Sony Corporation.
		Gerstner was awarded the designation of honorary Knight of the British Empire by Queen Elizabeth II in June 2001.
	www-1.ibm.com /press/PressServletForm.wss?MenuChoice=former&TemplateName=ShowFullCEOMain&SelectString=t1.docunid=169& (457 words)

	Encyclopedia: Lou Gerstner
		Gerstner is generally credited with having saved IBM from going out of business.
		Gerstner was also responsible for masterminding retrenching many tens of thousands of dedicated IBM employees at the lowest possible cost, ruining the careers of many highly skilled and dedicated people.
		Gerstner reversed this plan, realizing from his experiences at RJR and American Express that there remained a vital marketplace need for a broad-based information technology integrator.
	www.nationmaster.com /encyclopedia/Lou-Gerstner (267 words)

	Louis V. Gerstner " Mr. Big Blue"
		In 1993, when Gerstner arrived at IBM, it was a company that was loosing 8.1 billion in that year.
		Gerstner's plan was to think quick and stop the land sliding company from hitting rock bottom and declaring bankruptcy by means of radical managerial focuses.
		Lou does this by employing aspects from all the models that we discuss in class to accomplish his immense goals.
	oak.cats.ohiou.edu /~mm188699/esp/memo2.html (467 words)

	TheStreet.com: The King of the King of Computers: Lou Gerstner and IBM
		IBM is notoriously guarded and Gerstner is a well-known control freak, so it must not have been easy for Garr to do research on the IBM chief executive.
		Although Gerstner publicly stated at the time that the firms' cultures were just too different, Garr uncovers that the real reason for the fallout in talks was that Apple's top executives were more interested in their golden parachutes than in merging with IBM.
		Gerstner's massive ego -- which includes having a reserved seat called "the throne" on his corporate jet -- wouldn't have it any other way.
	www.thestreet.com /comment/bookshelf/789483.html (939 words)

	The Washington Monthly - What Lou Gerstner Could Teach Bill Clinton (Site not responding. Last check: 2007-10-09)
		Gerstner's first task was to change the ingrained attitudes that had prevented IBM from seeing the world around it.
		Gerstner witnessed this "good news only" syndrome at one of his early meetings, where he heard a presentation from the chip-making division, which was widely known to be having problems.
		Gerstner looked to other large companies to find an evaluation scheme that would keep people on their toes and help to identify those who should be fired.
	www.washingtonmonthly.com /features/1999/9909.worth.ibm.html (4906 words)

	The Orchard Network - Lou Gerstner's Classroom Quest (Site not responding. Last check: 2007-10-09)
		Gerstner conducted the surveys with help from the Teaching Commission, a group of business leaders and educators he formed in 2003 to further his long-standing interest in education reform.
		Gerstner cites this as evidence the public wants pay-for-performance, instead of the current system that links teacher salaries to seniority and years of college completed.
		Although Gerstner says he hasn't focused on the issue of class size, the public ranked it tops on a list of the most effective ways to improve education, with 36% saying it was the most important.
	www.orchardnetwork.com /feed/dailyfeed.xml/20050407/nf2005047_7811_db016 (1022 words)

	The Carlyle Group : Bio : Louis V. Gerstner, Jr.
		Gerstner was Chairman of the Board of IBM Corporation from April 1993 until his retirement in December 2002.
		Gerstner served for four years as Chairman and Chief Executive Officer of RJR Nabisco, Inc. This was preceded by an 11-year career at American Express Company, where he was President of the parent company and Chairman and Chief Executive Officer of its largest subsidiary, American Express Travel Related Services Company.
		Gerstner is a Director of Bristol-Myers Squibb Co., a member of the Advisory Boards of DaimlerChrysler and Sony Corporation and a Director of the National Committee on United States-China Relations.
	www.thecarlylegroup.com /eng/team/l5-team861.html (471 words)

	Louis Gerstner Jr
		Gerstner was a director of the management consulting firm of McKinsey and Co., Inc., which he joined in 1965.
		Gerstner is a director of Bristol-Myers Squibb Co. and Memorial Sloan-Kettering Cancer Center.
		Gerstner is co-author of Reinventing Education: Entrepreneurship in America's Public Schools (Dutton 1994).
	www.surferess.com /CEO/html/louis_gerstner_jr.html (421 words)

	Lou Gerstner’s Turnaround Tales at IBM - Knowledge@Wharton
		Gerstner happily quotes the doom-laden predictions about IBM’s future that were prevalent when he took over as CEO in 1993, a year the company posted an $8 billion loss, and IBM shares that had sold for $43 in 1987 could be had for $12.
		Gerstner got a lot of publicity for abolishing IBM’s famous white shirt and tie dress code, but that was the least of his change-the-culture efforts.
		Gerstner, who stepped down as CEO in March and retires as chairman of the board in January, says he was lucky at IBM because, despite its insular culture, the place was rich with creative talent that only needed to be set loose.
	knowledge.wharton.upenn.edu /index.cfm?fa=viewfeature&id=695 (1280 words)

	How Lou Gerstner Got IBM To Dance - Forbes.com (Site not responding. Last check: 2007-10-09)
		Gerstner was not interested in the job, believing that, as a nontechnical person, he was unqualified.
		Gerstner and his advisers decided to tie employee compensation to the performance of the whole company rather than to the employee's particular division.
		Gerstner compiles a list of words and phrases "used only by IBMers" as their "special vocabulary." Some are definitely unique to IBM (ever heard of "goat roping"?), but others make him look disconnected from the real world.
	www.forbes.com /2002/11/11/cx_ld_1112gerstner.html? (1449 words)

	Lou Gerstner Comes to IBM
		With the naming of Lou Gerstner as its new CEO (and the retirement of John Akers on May 7), IBM now has a chance to change both its own organizational structure and goals and, at the same time, the future shape of the computer industry.
		Gerstner must assume that to change IBM he needs a team with no loyalty to the concepts that drove IBM in the past and every possibility of hearing ideas with fresh ears.
		While it is true that Lou Gerstner has little or no experience in the computer industry, outside of his experience as a significant user of technology, he does have a very relevant skill.
	www.wohl.com /g0029.htm (782 words)

	Lou Gerstner Discusses Changing the Culture at IBM : Organizations : HBS Working Knowledge
		Three weeks into his job as the newly installed chairman and CEO in 1993, Gerstner was presiding over his first meeting at the company on the topic of strategy.
		Gerstner was not hearing the dispassionate, cost-driven analysis that he had been hoping for.
		Under Gerstner, IBM's new strategy was to use processes and culture to regain advantage.
	hbswk.hbs.edu /pubitem.jhtml?id=3209&sid=0&pid=0&t=organizations (1183 words)

	Washington Speakers Bureau: Louis Gerstner, Jr.
		Lou Gerstner takes his audiences inside the early-'90s meltdown - and subsequent turnaround - of what arguably had been the world's most successful business enterprise.
		Eschewing a traditional format, Lou Gerstner invites audiences to participate in a discussion about the most pressing business issues your organization currently faces, providing candid insight from decades of experience as one of the most successful and effective CEOs in modern times.
		Lou Gerstner engineered one of the most dramatic turnarounds in corporate history, transforming a failing organization into one of the most dynamic companies in the world.
	www.washspkrs.com /LGerstner (395 words)

	IBM Redux : Lou Gerstner and the Business Turnaround of the Decade: Current Amazon U.S.A. One-Edition Data (Site not responding. Last check: 2007-10-09)
		Gerstner and his methods took IBM from an $8 billion loss in 1993 to an astounding $6 billion profit in 1997.
		Gerstner was fresh from stints at American Express and RJR Nabisco, and relatively new to technology, but the latter didn't matter to IBM.
		Lou Gerstner's management secrets are laid bare in IBM Redux, and they bear careful scrutiny by any leader hoping to compete in the next millennium." --This text refers to the Hardcover edition.
	www.equuscommercialfinance.com /books-reviewed/0887309445.html (3382 words)

	Saving Big Blue: Leadership Lessons & Turnaround Tactics of IBM's Lou Gerstner (Site not responding. Last check: 2007-10-09)
		Gerstner had already led turnarounds at American Express and RJR Nabisco, and, as Saving Big Blue details, he proved to be the right man for the job.
		Gerstner started by changing the company's funereal dress code and eventually redirected the company to provide computer services rather than just computers.
		Lou Gerstner demonstrated that a few common sense principles (listen, customers, focus) go a long way in building a business.
	www.textkit.com /0_0071342117.html (749 words)

	IBM's outsider: A look back at Lou \| CNET News.com
		Gerstner's legacy was thrown into the limelight this week when he announced he would step down March 1.
		Gerstner also recruited associates he had worked with before, such as Abby Kohnstamm, currently senior vice president of marketing, and Lawrence Ricciardi, currently senior vice president and general counsel.
		Gerstner was one of the first to talk of a post-PC era.
	news.com.com /2100-1001-828095.html (1298 words)

	Analysis of 2000-2001 Insider Trading (Apr 1, 2002)
		Gerstner's efforts to position IBM for the future by assisting in the transition of his management responsibilities to the strong team of senior leaders he has developed.
		Gerstner's employment agreement was amended to reflect his agreement to remain as Chairman until his retirement from the Company at age 61 in March 2003 or earlier with the Board's consent.
		Gerstner's willingness to extend his term as Chairman, to recognize his outstanding performance and leadership and to ensure that he continues to receive competitive total pay for performance in line with other top-performing business leaders, using data prepared by independent consultants.
	www.djurdjevic.com /Bulletins2002/09(IBM-Insiders).html (2574 words)

	Amazon.com: IBM Redux : Lou Gerstner and the Business Turnaround of the Decade: Books: Doug Garr (Site not responding. Last check: 2007-10-09)
		Lou Gerstner, the man who flipped IBM's fortunes, has what a former colleague calls "a vertical vision of reality." That is, if things aren't moving upward, he's very unhappy.
		Gerstner seems more than willing to describe all of the tough, and in his mind, the correct decisions he had to make during his tenure at IBM.
		Lou Gerstner from RJR Nabisco steps in to clean up the mess at IBM- and he does this with passion and not with compassion.
	www.amazon.com /exec/obidos/tg/detail/-/0887309437?v=glance (1940 words)

	Gerstner, Lou -- Encyclopædia Britannica
		When Lou Gerstner assumed the mantle of chief executive officer (CEO) at IBM in April 1993, he inherited what was called the toughest job in corporate America.
		When Lou Gerstner assumed the mantle of chief executive officer (CEO) at International Business Machines Corporation (IBM) in April 1993, he inherited what was called the toughest job in corporate America.
		With an adventurous spirit, a solid knowledge of geology, and a great capacity for languages, Lou Henry Hoover was an excellent companion to Herbert Hoover as he went on engineering assignments around the world during the early years of their marriage.
	www.britannica.com /eb/article-9114982?tocId=9114982 (780 words)

	Lou Gerstner takes chairman post at Carlyle - Nov. 22, 2002
		That was the reaction of most people on Thursday when they heard the news that Lou Gerstner, the long-time chief executive of IBM (IBM: Research, Estimates), was accepting a position as the chairman of The Carlyle Group.
		Gerstner assumes the chairman responsibilities from Frank C. Carlucci, a former secretary of Defense under President Reagan, and the man most responsible for Carlyle's success in the defense industry.
		Gerstner has agreed to spend 20 percent of his time working with Carlyle, overseeing one buyout fund and one venture capital fund.
	money.cnn.com /2002/11/22/news/carlyle (753 words)

	10/30/95 THE VIEW FROM IBM
		What Gerstner needs--and is quietly pulling together--is a plan to seize what may be IBM's last great opportunity: to become a leader in the dawning world of networked computing and electronic commerce.
		Gerstner excitedly paints a picture of a 21st century business milieu in which networks become the lifeblood of corporations and the principle means of commerce.
		What Gerstner is doing--though so quietly that it's easy to overlook--is arraying resources from all over his empire for an assault on the wired world.
	www.businessweek.com /1995/44/b34481.htm (3421 words)

	Wharton Leadership Digest (Site not responding. Last check: 2007-10-09)
		Lou Gerstner, retired Chairman and CEO of IBM, recently spoke at Wharton about his experience of leading one of the most celebrated turnarounds in corporate history.
		Gerstner stressed the how imperative it was for a leader to love their business and to “kill yourself to make it successful.” There is no substitute for hard work and the desire to win.
		Gerstner said that despite the volumes of business books written on leadership recently, he still thought that this was the most undervalued element of institutional change.
	leadership.wharton.upenn.edu /digest/02-03.shtml (7765 words)

	LookSmart - Directory - Lou Gerstner (Site not responding. Last check: 2007-10-09)
		Lou Gerstner - Meet the CEO of IBM through this selection of biographical profiles, interviews, and articles.
		June 2001 article chronicles Lou Gerstner's history as IBM CEO and ponders the paths the company will follow once he leaves.
		June 2001 article looks at the effect CEO Lou Gerstner had on the IBM since his hiring in '93 and what may await the company upon his departure.
	lsxml.looksmart.com /p/browse/us1/us317829/us317861/us547101/us553145/us10212774/us551929 (358 words)

	Lou Gerstner not short of a bob or two… \| The Register
		Lou Gerstner not short of a bob or two…
		US wires are reporting that IBM supremo Lou "Boots" Gerstner got nearly $14 million salary in 1998, a monumental 70 per cent rise on 1997.
		This was in a year when Gerstner, formerly a tobacco baron at Nabisco, did a u-turn on the company's channel policy and said ne'er a word about his famous magic boots.
	www.theregister.com /1999/03/23/lou_gerstner_not_short (267 words)

	Gerstner: the interview - Oct. 31, 1997
		NEW YORK (CNNfn) - During Lou Gerstner's four-year tenure as chairman and chief executive officer of IBM, the computer industry has exploded in both complexity and size.
		An arrival from RJR Reynolds in 1994, Gerstner has evolved a management style that embodies many characteristics of the new high-tech sector: forward-looking and innovative, yet grounded in the market-driven strategies of traditional business.
		I can remember great impatience when Lou Gerstner announced the strategy for IBM, but now the results are in.
	money.cnn.com /1997/10/31/companies/ibm_intv (1039 words)

	BW Online \| November 21, 2002 \| Gerstner's Surprise
		The part-time advisory job -- Gerstner is also committed to fostering education reform and studying Chinese history -- will call on the same strategic and culture-building skills that helped him rescue IBM, albeit at a robust organization.
		Gerstner won't be changing the basic direction set by Carlyle's co-founders: David M. Rubenstein, a lawyer and domestic-policy adviser to President Jimmy Carter; William E. Conway Jr., once the CFO of MCI; and former Marriott executive Daniel A. D'Aniello.
		The arrival of business superstar Gerstner is just a reminder that at Carlyle success has not been accidental, but a matter of design.
	www.businessweek.com /bwdaily/dnflash/nov2002/nf20021121_6576.htm (1405 words)

	Big Blue After Lou (Site not responding. Last check: 2007-10-09)
		Lou Gerstner brought IBM back from the brink through strong leadership and a return to the basics.
		Lou Gerstner is not one to mince words.
		When Gerstner arrived on April 1, 1993, however, "IBM was really floundering," says Jerome York, who was brought in a month later as chief financial officer.
	www.thestandard.com /article/0,1902,24741,00.html (595 words)

	Investing - The Future of IBM - Intro - FORTUNE (Site not responding. Last check: 2007-10-09)
		Lou Gerstner arrived at IBM on April Fool's Day in 1993 and found himself at a company that had become in many ways a sad joke.
		Gerstner, 59, is gruff and often distant; Palmisano, 50, is personable--until crossed, when he lets you have it.
		There's another thing Palmisano and Gerstner have in common: As Palmisano assumes the top job, investors and critics are pounding the table, asking where the new CEO is going...
	www.fortune.com /fortune/investing/articles/0,15114,373029,00.html (319 words)

	Telecomworldwire: REVIEW:IBM Redux:Lou Gerstner & the Business Turnaround of the Decade - Review
		It describes what Gerstner is wearing, his body language, his interaction with the audience and what kinds of things he is saying in order to get a first impression of the man responsible for IBM's turnaround.
		The accounts of his education and career are quite detailed in an attempt to get the reader to understand why this man was chosen for the CEO position at IBM at a time when the company was in a downward spiral.
		You get the feeling Gerstner is a very serious man who lacks in social skills and does not like to flaunt any sense of humour he may have.
	www.findarticles.com /p/articles/mi_m0ECZ/is_2000_Sept_26/ai_65487461 (1182 words)

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