IBM(US:IBM) 首席商业评论·2026-01-05 05:04Core Viewpoint - The article discusses the legacy of Louis Gerstner, the former CEO of IBM, who transformed the company from a struggling giant into a profitable entity during his tenure from 1993 to 2002, emphasizing the importance of strategic decision-making and organizational agility in large corporations [3][5][20]. Group 1: Gerstner's Background and Challenges - Louis Gerstner, with no prior technology experience, took over IBM when it was facing severe financial difficulties, with stock prices plummeting to $13 and losses reaching $81 billion in 1993 [5][6]. - Under Gerstner's leadership, IBM's stock price rose from $13 to $80, and the company's market capitalization increased from $29 billion to $168 billion [5][6]. Group 2: Strategic Decisions - Gerstner made a bold decision to drastically reduce the prices of IBM's S/390 mainframe systems, cutting prices by up to 96%, which revitalized sales and led to a profit of $3 billion in 1994 [9][10]. - He recognized the shift towards network-centric computing and initiated acquisitions, such as Lotus Software, to pivot IBM towards a service-oriented model [9][10]. Group 3: Organizational Reforms - Gerstner identified IBM as a bureaucratic fortress and initiated a ten-year overhaul to streamline operations, consolidating various departments into functional modules [11][12]. - His reforms included selling off underutilized assets, which saved $12 billion, and exiting unprofitable businesses, such as the personal computer division [14][16]. Group 4: Influence on Other Companies - Gerstner's management philosophy influenced other tech companies, notably Huawei, which adopted IBM's organizational principles under Ren Zhengfei's leadership [19][20]. - His approach emphasized customer-centricity and agility, demonstrating that large organizations can maintain responsiveness while leveraging their scale [20][21].