We got there in stages because, while you can force anything down the throat of an organization, if people donât buy into the logic, the change wonât stick.
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Thus began a lifelong process of trying to build organizations that allow for hierarchy but at the same time bring people together for problem solving, regardless of where they are positioned within the organization.
Iâve had a lot of experience turning around troubled companies, and one of the first things I learned was that whatever hard or painful things you have to do, do them quickly and make sure everyone knows what you are doing and why.
I just had to find the teammates who were ready to try to do things a different way.
This kind of wrenching cultural change doesnât happen by executive fiat. As I found, I couldnât flip a switch and alter behaviors. It was, by any measure, the hardest part of IBMâs transformation, and at times I thought it couldnât be done.
Some executives were beginning to exhibit the sort of personal leadership and commitment to change that I sought.
I needed, though, to provide support and encouragement for these risk takers. They were still surrounded by a lot of Bolsheviks who longed for the old system.