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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

Ginni Rometty's Revenue and Profit Growth

Published July 19, 2021
A slide with a Ginni Rometty Key Performance Indicator (KPI) #7: Revenue and Profit Growth Were in the Ditch.
Questions answered by Virginia M. (Ginni) Rometty's key performance indicator (KPI) #7:
  • Was IBM in transition or decline?
  • Historically, was its revenue and net income (profit) performance better or worse?
  • How many times did IBM have positive revenue and profit (net income) growth in the last eight years?

​These are excerpts from "
THINK Again!: The Rometty Edition."
Virginia M. (Ginni) Rometty: Revenue and Profit Growth Were in the Ditch
  • Which Stakeholder Takes Precedence: Customer, Shareholder, Employee?
  • KPI #7: Revenue and Profit Growth Were in the Ditch
  • Behavioral Changes to Consider Before Investing in IBM

 Which Stakeholders Take Precedence: Customer, Shareholder, Employee?
"We have to consider three profits in IBM. The first goes to the users of our machines. The second goes to our employees. The third goes to the stockholders who entrust us with their money. ​From past experience we have found that when we take proper care of the first two profits, the stockholders always have been satisfied with what we had left for them."
​Thomas J. Watson Sr., Business Machines, 1956
 KPI #7: Revenue and Profit Growth Were in the Ditch
There is no amount of marketing spin that can make the next three charts tolerable. IBM has been in a downturn, not a transition. Over the last eight years, revenue growth has been nonexistent and profit growth has been, at best, erratic.[See Footnote #1]
Virginia M. (Ginni) Rometty's Revenue Growth Performance as IBM's CEO: 2012 through 2019.
Virginia M. (Ginni) Rometty's Profit (Net Income) Growth Performance as IBM's CEO: 2012 through 2019.
Combine the two performances on a single chart, and only one question comes to mind: “How could such truly talented people allow themselves to get into such a morass?” Lou Gerstner asked this question of himself in his autobiography, but he left it unanswered.
Virginia M. (Ginni) Rometty's Profit (Net Income) and Revenue (Sales) Growth Performance on the same chart as IBM's CEO: 2012 through 2019.
In both situations the answer to Lou Gerstner’s rhetorical observation is the same: poor leadership with poor execution created the quagmires.
 Behavioral Changes to Consider Before Investing in IBM
  • An acknowledgement by the chief executive and board of directors that IBM’s two-decades-long strategy of stock buybacks has failed to drive revenue and profit growth—putting the fundamentals of running a healthy business at risk, and that they recognize the need to shift their investment dollars from paper (stock) to people, processes and products [IBM’s $201 Billion Paper Pyramid].

​[Footnote #1] It may seem counterintuitive, but a 50% increase in profits (2018) following a 50% decrease (2017) does not balance out. Net income fell from $12 billion to $6 billion in 2017. It then increased from $6 billion to $9 billion. Overall, yearly net income was still down by $3 billion.
Return to Virginia M. (Ginni) Rometty Overview
Next Rometty KPI: Revenue and Profit Performance

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        • On Public Education
        • On Thomas Jefferson
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        • Employees are Valued
        • Democracy's Man o' War
        • Human Relations in 1956
        • A CEO Who Earned His Pay
        • The Lengthening Shadow
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        • Drucker, Peter F. >
          • Authority and Power
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          • Recognizing Ability
          • Individual Respect
          • Employee Paternalism
        • Eastman, George
        • Penney, J. C. (James Cash) >
          • Watson Homestead
          • Golden Rule Businesses
        • Fighting Discrimination
      • Pre-World War II >
        • A Lost Dream of Peace
        • USO Camp Show Founder
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        • Selling War Bonds
        • Production Awards
        • Controlling Profits
        • Machine Records Units
        • Wartime Contributions
        • Widows & Orphans Fund
        • Declaring Human Rights
        • Supporting Home Morale
        • Employee Military Service
        • War's End & Reconversion
      • Post-World War II >
        • Endicott Memorial
        • Poughkeepsie Memorial
        • Rehiring WWII Veterans
      • A Pajama Party
      • A 1943 Tax Problem
      • The Story of "THINK"
      • A Gift of Retirement
      • Learning from Crises
      • IBM Employee Housing >
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      • Two Journalists "THINK"
      • A Buddy Davis Interview
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      • A Successful Rebranding
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      • How IBM Created its 20th Century Brand
      • The Greatest Business Risk of the 20th Century
      • How to Grow a Business
      • The Importance of Sales Productivity
      • How Much Is a Great CEO Worth
      • Let Your Guard Down
    • Business Articles >
      • Business Witticism
      • The Golden Rule in Business
      • Who and What Built Early American Capitalism
      • Capitalism Needs Industrialist Minded CEOs
      • Producing Corporate True Steel
      • CEO Perspectives >
        • Rules of Success
        • Top Employee Qualities
        • Industrialist vs. Capitalist
      • An Open Letter to the World's CEOs
      • Henry Ford Takes Control
      • The Razor Blade Business Model
      • Two Successful 20th Century Businesswomen
      • Sears: A Dead Franchise Walking
      • A LinkedIn Incognito Mode
      • Value a College Education
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      • Pursuing The "American Way"
      • America: Home of the Brave
      • Securing the Borders of the Americas
      • General Grant's Stand for Justice
      • America's Heartland Stands Strong
      • The New Freedom
      • Teddy Roosevelt on Socialism
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