Virginia M. (Ginni) Rometty never understood that the individuals in her sales force who gave their customers one hundred percent could carry only twenty-five percent of the burden.
She disregarded all the warning signs of imminent disaster—more comparable to a destroyer’s commander who maintains course and speed while headed towards an iceberg.
There will be little doubt after reviewing the data in these coming articles that Ginni Rometty’s tenure is not that of a chief executive presiding over a difficult transition—some have compared her to a captain turning a battleship.
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Peter E. Greulich
Pete 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.