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"If you must pass through a desert to reach the smiling land of plenty, set forth bravely, and the hard journey across the waste places shall give strength to your feet. We derive benefit from the things we do not like and do nevertheless because they have to be done … and done—all the more conscientiously—because we do not like them. Necessity teaches patience and obedience." Helen Keller, "An Apology for Going to College," 1905
May Helen Keller rest in peace and be thanked for these insights, and may you also learn patience and obedience. …
As Miss Keller wrote, they come from facing and overcoming "hard journeys."
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Thank you for all the inquiries about updating the 21st Century IBM information on my website. I know that everyone is anxious to get the latest data.
In the case of IBM, I put its annual performance within the context of decades and a century of truly great, good, and bad corner office leadership. This year, like last year with the acquisition of Red Hat, will be a complicated analysis because of the divestiture of Kyndryl. I will get to work on that information as soon as IBM releases its official 2021 Annual Report. In the meantime, enjoy what is on the site today: Selecting the image above or the menu below.
Cheers, - Peter E. "Nothing should be done that would tend to reduce diversity of talents in our [human] race.
Select the image above or the link below to read a review of "An American Four-in-Hand in Britain."
B. C. Forbes in "Men Who Are Making the West" rattles off the names of the following. It is a literal list of Whos Who of "Eastern" American Industrialists:
" . . . the telephone had its Vail, the cash register had its Patterson, the chain store its Woolworth, railroading its Hill and Harriman, the electric industry its Coffin, coke its Frick, banking its Morgan, the sewing machine business its Singer." I wonder how many of today's MBAs would recognize any of the ranchers, industrialists and bankers in this book by B. C. Forbes: "Men Who Are Making the West." I surely don't ask the question with any sense of superiority or intention of slighting a business education . . . because I only recognized one: Captain Robert Dollar. Although B. C. Forbes is a little over-laudatory in his approach, he also presents solid facts that these men understood their responsibilities to their four stakeholders: customers, employees, shareholders and their shared societies.
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Peter E. GreulichPete has been studying IBM and early American corporate history since his retirement in 2011. These are his thoughts and musings, and of those whose biographies he has read with links to articles and book reviews on this website. Archives
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