Give Your Leadership Team the Support It Needs to Succeed

When Lou Gerstner took the reins of IBM in 1993, he quickly determined that if Big Blue was to regain its market dominance, it had to transform itself from a behemoth of towering functional silos into a flatter, matrix-driven company. That, he realized, would require reshaping the top leadership—his senior team as well as the teams that oversaw the various business units.

The structure he inherited was plagued by organizational barriers that slowed decision making. It also created artificial division and duplication that pitted individuals and business units against one another. To eliminate such hurdles, Gerstner knew that the behavior of IBM’s executives and its senior teams would ...

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