THINK Again!: The Rometty Edition: Book Trailers and Videos
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Published June 4, 2021
Updated December 2, 2021 |
THINK Again!: The Rometty Edition Book Videos
Book Trailer: An Overview
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IBM developed unusual techniques not just to survive but also to thrive during economically, politically, and socially difficult times. Its unique leadership practices have never been captured in any business book about IBM. Most publications focus on the eccentricities of Thomas J. Watson Sr., on the transitionary leadership of Watson Jr., or on the company’s technological advancements.
This book covers all the chief executive officers from Watson Sr. to Rometty, as well as their interactions with their stakeholders—customers, employees, shareholders, and societies. |
An Overview
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There have been ten CEOs and five eras of leadership in IBM's century of existence. Few shareholders understand why the twentieth-century IBM was so resilient.
Book Trailer: Why IBM Needs to Think Again
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Thomas J. Watson Sr., the traditional founder of IBM, is well-known for his corporation’s century-old, one-word imperative; desk placards, wall posters, and overhead signs instructed employees to THINK. This one-word directive was translated into every conceivable language, and eventually analysts, customers, and cartoonists considered it synonymous with IBM.
The twenty-first century IBM hasn't optimized revenue, profits or shareholder returns; it has invested in paper, increased shareholder risk, destroyed employee morale, and missed strategic opportunities.
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Why IBM Needs to THINK Again!
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Book Trailer: The Dumbest Idea in the World
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What have some of America's greatest industrialists said about maximizing shareholder value: Those individuals whose corporations defeated recession after recession, world wars and the Great Depression?
But then again, who were they to put down Wall Street? Just some of the greatest industrialists that built this country. Do we need to reconsider the path we are on as a capitalist economy supporting a democratic society? |
The Dumbest Idea in the World
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Book Trailer: Manage the Business or Manage the Stock
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There are many ways to manage a corporation but IBM's history documents three: (1) with a myopic focus on shareholder-first and -foremost, (2) with a nearsighted focus on me-first and -only, and (3) business-first.
In IBM's early history there were two instances where IBM's traditional founder defied the first two philosophies. This CEO and his son managed the business. |
Manage the Business or Manage the Stock
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In the twenty-first century, three CEOs have taken a different path - they called it a roadmap - and managed the stock.
Comparing the results of two similar fifteen-year periods produces a definitive answer to which was the better path.
Comparing the results of two similar fifteen-year periods produces a definitive answer to which was the better path.
Book Trailer: A History of Maximizing and Minimizing Shareholder Value
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What is IBM's track record of maximizing shareholder value? Over the course of its one hundred years of existence, who, when, and how did IBM's CEOs maximize or minimize shareholder value compared to a simple, consistent large-company stock index benchmark.
With its single-minded focus on earnings-per-share roadmaps, the 21st Century IBM is not performing for its shareholders. |
IBM Chief Executive Officers Who Maximized
and Minimized Shareholder Value |
