Virginia M. (Ginni) Rometty Key Performance Indicators

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.

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​They needed a chief executive officer who, as a saleswoman-in-chief, could build an organization to provide the other seventy-five percent that makes selling possible.

Perhaps her failures over the last eight years can mentor today’s chief executive officers, and if these past mistakes are corrected, all stakeholders should see better corporate performance ahead—if not, they should expect more of the same.

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.

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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.