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Lou Gerstner wrote, "People truly do what you inspect, not what you expect." … Lest we forget, these "inspection pages" exist because chief executives are "people" too.

Peter E. Greulich

Arvind Krishna's Overview Home Page

Published July 22, 2021
Updated April 6, 2022
A slide that shows Arvind Krishna, the exit of Jim Whitehurst from IBM and a performance evaluation of Krishna.
This page was initially published on February 3, 2020. It has been updated to reflect the loss of James (Jim) Whitehurst. One has to wonder how many Red Hat employees have followed the former IBM President's example? ​Since IBM paid $3,000,000 per Red Hat employee for the company, the losses could mount up pretty quickly. No one apparently knows all the reasons for Jim's departure.

​Maybe he is saving the details for his "Who Ever Thought That Elephant Danced?" memoir.

It would be a best seller!
Evaluating Arvind Krishna: IBM’s Tenth Chief Executive Officer
  • Arvind Krishna Does Not Have Time to Waste
  • Arvind Krishna's Critical Performance Metrics

Arvind Krishna​ Must Act Quickly
As Arvind Krishna was determining what he would do first, he should have considered prioritizing three activities:
  • Return IBM’s Human Resources organization to its original function and purpose as a Human Relations organization. This will improve employee productivity by increasing employee engagement, passion and enthusiasm. A human resources organization should not be the right arm of finance to help the corporation achieve quarterly, earnings-per-share targets.

  • Focus on maximizing stakeholder value to rebuild a sustainable stakeholder ecosystem. It was this ecosystem of customers, employees, shareholders and societies that supported the corporation through its first eight decades. This means rejecting the two extremes of maximizing shareholder value: shareholder-first and -foremost and me-first and -only.
An image showing all ten of IBM's Chief Executive Officers and years of service.
  • Take goodwill impairments now and start with a clean slate: neither IBM nor Kyndryl should start their new life apart with intangible assets of over 50%.

  • Ensure that James M. Whitehurst sticks around.
As always, the perspectives shared here are not Wall Street quarterly perspectives but a businessman’s perspective of years, decades, and, at times, centuries. So, don't expect to find insights into minor bumps on the business roadmap like one or two quarters of revenue growth. After all, Ginni had some of these positive, short-term growth "irregularities" too, but she still turned in horrible year-over-year and long-term revenue growth numbers.
A picture of two skyscrapers rising above the clouds with the tagline: How IBM and J.C. Penney Built Their Brands.
Two other American industrialists who believed in adapting the Golden Rule to business were Thomas J. Watson Sr. and J. C. Penney.
​​IBM’s way forward is contained in this quote of Owen D. Young, former Chief Executive Officer of General Electric and a former Chairman of the Federal Reserve Bank.
"What is right in business requires, in highly complicated situations, that the golden rule be applied by men [and women] of great understanding and knowledge, as well as conscience. They must be technicians in the sense of making the connecting link between the golden rule on the one side and the most complicated business transaction on the other."
Owen D. Young, Delivered from Dr. Fosdick's New York Church, 1929
​Mr. Arvind Krishna has a hard task in front of him: restoring the engagement, passion and enthusiasm of 307,600 employees—already down from 383,000 employees at the end of his first year. If he is to bring IBM back, he will have to be a technician in Mr. Young’s sense: an individual who understands human nature first and technology second. This should be—no, must be—his overriding first initiative.

Unfortunately, I have worked in one of Arvind's organizations. Unless he has transformed "himself" in the last decade, he may have the desire but lack the ability to transform "his corporation." Although he is a "pleasant" individual, he is first and foremost a technologist with little sales sense.

It is in this respect that Jim's loss will be most felt: Salesmanship.

Cheers,

​- Pete

 Arvind Krishna's Critical Evaluation Points and Key Performance Metrics
Arvind Krishna's Overall Performance as IBM's CEO
After two years in the corner office, Arvind Krishna owns IBM's performance. This is the set of web pages that is updated at the end of each year with the most current yearly results and will continue until he relinquishes the corner office to his successor.
A color slide with the tagline: Arvind Krishna Overall Performance - Key Performance Measurements 2020-2021.
​Hopefully, when he retires I will publish the third update in the "THINK Again" Series from "THINK Again: The Rometty Edition" to "THINK Again: The Krishna Edition."

Until then, enjoy this information.

The First Year's Performance
At the end of Arvind Krishna’s first fiscal year as chief executive officer his performance markers were nine downers and a flat note.

​It was not a very impressive start. Is Arvind Krishna proving to be evolutionary, revolutionary, or more of the same?

Image of Las Vegas roulette wheel with tagline:
James (Jim) Whitehurst is gone
Let’s graph Krishna’s 2020 performances, and then put those performances within the context of the corporation’s 21st Century results. 

The First 1oo Day's Performance
​Wednesday, July 15, 2020 marked the end of "The First 100 Days" for Arvind Krishna, IBM’s chief executive officer, and James M. Whitehurst, the corporation’s new president. ​

​What does this one-hundred-day checkpoint reveal?
Image of two IBM Executives, Arvind Krishna and James Whitehurst and the tagline: The First 100 Days Performance.
Arvind missed his chance for change
Is there an IBM “New Deal?” ​Or is Arvind serving up the same old Gerstner-Palmisano-Rometty (GPR) stuff?

An Analysis of the Kyndryl Strategy
The announcement of the breakup of IBM will only exacerbate the company’s current most-pressing problem, not cure it.

​The spike in stock price is a “Wall Street” phenomenon, not a “Main Street” or “Stakeholder” affirmation of the decision.

Picture of an Elephant disintegrating in a sandstorm with the tagline:
A John Akers' déjà vu moment
​Reality will set in soon enough because when it comes to business fundamentals, Main Street and corporate stakeholders have proven themselves better able to understand long-term realities than Wall Street.

Was martin Schroeter a good choice as KYNDRYL CEO?
Martin’s chief executive track record (CFO) is that of a financially-minded individual whose actions seem to indicate that he has little understanding of what it takes to build, maintain, and grow a sales organization.

​From the press release it is stated that Mr. Schroeter was IBM’s CFO from 2014 to 2017.

A slide image showing the questioning of the IBM NewCo name of Kyndryl and surprise at Martin Schroeter being named CEO.
Really! After this IBM performance?
​Does his track record as IBM's CFO indicate that he was a good choice?

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  • Home
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  • Books / Bibliography
    • THINK Again! >
      • Preface
      • Foreword
      • Introduction
      • Business Talk Interview
      • Book Trailers and Videos
    • A View from Beneath >
      • Preface
      • Resource Actions >
        • Two R.A. Days Hit Home
        • R.A. Day Kills Productivity
      • Business Talk Interview
      • Book Trailers and Videos
    • The World's Greatest Salesman >
      • Preface
      • Introduction
      • Workplace Safety
      • Images and Quotes
      • Book Trailers / Videos
    • Essays on Leadership >
      • Democracy in Business
      • We Are All Assistants >
        • Frank Venner: We Are All Assistants
      • We Forgive Thoughtful Mistakes
    • Bibliography Overview >
      • IBM >
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      • Industrialists >
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          • New Ideals in Business
          • Master Workers' Library
          • The Age of Big Business
          • Famous Leaders Series Home Page >
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            • Leaders of Industry: 1st Series
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            • Leaders of Industry: 6th Series
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        • Armour, J. Ogden >
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          • The Packers: Second Look
        • Baldwin, William H.
        • Beatty, Edward
        • Bell, Alexander Graham
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          • Carnegie Quotes
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          • The Empire of Business
          • An American Four-in-Hand
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        • Edison, Thomas A. >
          • Edison: His Life and Inventions
          • Edison: My Friend
        • Farquhar, A. B.
        • Filene, Edward A. >
          • The Way Out >
            • Captains of Industry vs. Captains of Finance
          • Successful Living >
            • Rules of Success
        • Firestone, Harvey S. >
          • Men and Rubber
          • Making an Organization
        • Flint, Charles R.
        • Ford, Henry >
          • Books by Henry Ford
          • The Last Billionaire
        • Gary, Elbert H.
        • Guggenheim, William
        • Hill, James J.
        • Hollerith, Herman
        • Johnson, George F.
        • Patterson, John H.
        • Penney, James C. >
          • Fifty Years With the Golden Rule
        • Procter, William C.
        • Rockefeller Sr., John D.
        • Rosenwald, Julius
        • Sloan Jr., Alfred P.
        • Swope, Gerard >
          • Swope of G.E.
          • The Swope Plan
          • Selected Addresses
        • Verity, George M. >
          • True Steel
          • Character & Success
        • Wanamaker, John >
          • A Business Biography
          • Retail Firsts
        • Watson Jr., Thomas J. >
          • A Business and Its Beliefs
          • Management Briefings
          • Father, Son & Company
        • Watson Sr., Thomas J. >
          • Human Relations
          • Men-Minutes-Money
          • The Lengthening Shadow
        • Young, Owen D. >
          • Selected Addresses
          • New Industrial Leader
      • Capitalists >
        • Baruch, Bernard M. >
          • My Own Story
          • The Public Years >
            • A Review
            • Second Thoughts
        • Schiff, Jacob H.
      • Journalists >
        • Baker, Ray Stannard >
          • Autobiography
          • The Color Line
          • Woodrow Wilson
        • Crowther, Samuel >
          • Articles >
            • Bantam Ball Bearing
          • Biographies
          • Industrialist Anthology
        • Gunther, John >
          • Eisenhower
        • Steffens, Lincoln
        • Sullivan, Mark >
          • Overview
          • Our Times
        • Tarbell, Ida M. >
          • Overview
          • Lincoln Centennial
          • Lincoln Publications
          • Corporate Publications
          • Fiction Publications
          • Other Publications
      • Publishers >
        • Forbes, B. C. >
          • Men Who Are Making America
          • Men Who Are Making the West
          • Automotive Giants of America
          • Little Bits about Big Men
          • America's 50 Foremost Business Leaders
          • Scrapbook of Thoughts on Business of Life
          • America's Twelve Master Salesmen
          • 101 Unusual Experiences
        • Shaw, A. W. >
          • Handling Men >
            • Why We Are Hiring Women
          • The Companion Series
      • Politicians >
        • Eisenhower, Dwight D.
        • Hoover, Herbert >
          • The Ordeal of Woodrow Wilson
          • The Problems of Lasting Peace
        • Lincoln, Abraham
        • Mesta, Perle
        • Roosevelt, Teddy
        • Wilson, Woodrow >
          • The New Freedom
          • The Ordeal of Woodrow Wilson
          • Life and Letters >
            • Volume IV: President
            • Volume V: Neutrality
            • Volume VI: Facing War
          • Woodrow Wilson's Last Words
      • Educators >
        • Booker T. Washington >
          • Up From Slavery
          • Character Building
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  • 21st Century IBM
    • Corporate Performance >
      • Comparing KPIs
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        • 2018 Patent Performance
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    • Corporate Practices >
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        • Acquisition: Red Hat >
          • A $35 Billion Gamble
          • IBM + Red Hat 2019 Results
        • Acquisitions: Goodwill
        • Acquisitions: Since 2001
      • Centralization >
        • A Lost Federation
        • The Need to Decentralize
      • Divestitures >
        • Kyndryl Analysis
        • Kyndryl Top Questions
        • Martin Schroeter
      • Employees >
        • Resource Actions
        • Age Discrimination >
          • Cutting Old Heads
        • Employee Engagement
        • Aren't Buying Into IBM
        • Massive Work Slowdown
        • Failure of Work at Home
      • Financial Engineering >
        • Workforce Rebalancing
        • Aggressive Bookkeeping
      • Shareholders >
        • Share Buybacks
        • Shareholder Risk
        • Employee Engagement
        • Warren Buffett's Mistake
        • Do Share Buybacks Work?
    • CEO Performance >
      • Arvind Krishna Overview >
        • Overall Performance >
          • Revenue & Profit
          • Revenue & Profit Growth
          • Revenue & Profit Productivity
          • IBM Market Value
          • Shareholder Returns & Risk
          • Employment Security
        • First Year Performance >
          • Revenue & Profit
          • Revenue & Profit Growth
          • Revenue & Profit Productivity
          • IBM Market Value
          • Shareholder Returns & Risk
          • Share Buybacks
        • The First 100 Days
      • Ginni Rometty Overview >
        • Shareholder Value
        • Shareholder Risk
        • Share Buybacks
        • Dividend Strategy
        • Acquisition Strategy
        • Revenue & Profit Productivity
        • Revenue & Profit Growth
        • Revenue & Profit
  • 20th Century IBM
    • Corporate Performance >
      • IBM's Greatest CEO >
        • Shareholder Returns
        • Revenue Growth
        • Revenue Per Employee
        • Profit Growth
        • Profit Per Employee
        • Market Value
        • Goodwill
        • Economic Contractions
        • Economic Expansions
        • Stock Market Headwinds
        • CEO Historic Footnotes >
          • IBM's Founding Team
          • Financial Engineering
          • The Greatest Gamble
    • Corporate Practices >
      • IBM Anniversaries
      • IBM Benefits
      • IBM Creativity >
        • IBM Cartoons
        • IBM Song Books
        • IBM UK Dictionary
        • IBM Computing Dictionary
      • IBM Wild Ducks >
        • The Wild Goose
        • Royal Dissenters
        • Corporate Constitution
        • Respect for the Individual
        • Service to the Customer
        • Pursuit of Excellence
    • Corporate Products >
      • 1890: U.S. Census
      • 1920: Dayton Scales
      • 1940: The Electromatic
    • Thomas J. Watson Sr. >
      • Articles by Watson >
        • On World Peace
        • On the Cost of War
        • On Public Education
        • On Thomas Jefferson
        • On Thoughtful Mistakes
        • On Stakeholder Relations
      • Articles about Watson >
        • The $1,000-A-Day Chief Executive Officer
        • Employees are Valued
        • Democracy's Man o' War
        • Human Relations in 1956
        • A CEO Who Earned His Pay
        • The Lengthening Shadow
      • Slice of Life Stories >
        • Dali, Salvador
        • Drucker, Peter F. >
          • Authority and Power
          • Short-Term Thinking
          • A Corporate Culture
          • Raising Business Issues
          • Focus on Principles
          • Character and Manners
          • Knowledge Workers
          • Recognizing Ability
          • Individual Respect
          • Employee Paternalism
        • Eastman, George
        • Penney, J. C. (James Cash) >
          • Watson Homestead
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