Mindset: The New Psychology of Success

As Welch had done,he attacked the elitism. Like Enron, the whole culture was about grappling for personal status within the company. Gerstner disbanded the management committee, the ultimate power role for IBM executives, and often went outside the upper echelons for expertise. From a growth mindset, it’s not only the select few that have something to offer. “Hierarchy means very little to me. Let’s put together in meetings the people who can help solve a problem, regardless of position.”

Then came teamwork. Gerstner fired politicians, those who indulged in internal intrigue, and instead rewarded people who helped their colleagues. He stopped IBM sales divisions from putting each other down to clients to win business for themselves. He started basing executives’ bonuses more on IBM’s overall performance and less on the performance of their individual units. The message: We’re not looking to crown a few princes; we need to work as a team.

As at Enron, the deal was the glamorous thing; the rest was pedestrian. Gerstner was appalled by the endless failure to follow through on deals and decisions, and the company’s unlimited tolerance of it. He demanded and inspired better execution. Message: Genius is not enough; we need to get the job done.

Finally, Gerstner focused on the customer. IBM customers felt betrayed and angry. IBM was so into itself that it was no longer serving their computer needs. They were upset about pricing. They were frustrated by the bureaucracy at IBM. They were irritated that IBM was not helping them to integrate their systems. At a meeting of 175 chief information officers of the largest U.S. companies, Gerstner announced that IBM would now put the customer first and backed it up by announcing a drastic cut in their mainframe computer prices. Message: We are not hereditary royalty; we serve at the pleasure of our clients.

At the end of his first three arduous months, Gerstner received his report card from Wall Street: “[IBM stock] has done nothing, because he has done nothing.”

Ticked off but undaunted, Gerstner continued his anti-royalty campaign and brought IBM back from its “near-death experience.” This was the sprint. This is when Dunlap would have taken his money and run. What lay ahead was the even harder task of maintaining his policies until IBM regained industry leadership. That was the marathon. By the time he gave IBM back to the IBMers in March 2002, the stock had increased in value by 800 percent and IBM was “number one in the world in IT services, hardware, enterprise software (excluding PCs), and custom-designed, high performance computer chips.” What’s more, IBM was once again defining the future direction of the industry.

Anne: Learning, Toughness, and Compassion

Take IBM. Plunge it into debt to the tune of seventeen billion. Destroy its credit rating. Make it the target of SEC investigations. And drop its stock from $63.69 to $4.43 a share. What do you get? Xerox.

That was the Xerox Anne Mulcahy took over in 2000. Not only had the company failed to diversify, it could no longer even sell its copy machines. But three years later, Xerox had had four straight profitable quarters, and in 2004 Fortune

named Mulcahy “the hottest turnaround act since Lou Gerstner.” How did she do it?

She went into an incredible learning mode, making herself into the CEO Xerox needed to survive. She and her top people, like Ursula Burns, learned the nitty-gritty of every part of the business. For example, as Fortune writer Betsy Morris explains, 20k Balance Sheet 101. She learned about debt, inventory, taxes, and currency so she could predict how each decision she made would play out on the balance sheet. Every weekend, she took home large binders and pored over them as though her final exam was on Monday. When she took the helm, people at Xerox units couldn’t give her simple answers about what they had, what they sold, or who was in charge. She became a CEO who knew those answers or knew where to get them.

She was tough. She told everyone the cold, hard truth they didn’t want to know—like how the Xerox business model was not viable or how close the company was to running out of money. She cut the employee rolls by 30 percent. But she was no Chainsaw Al. Instead, she bore the emotional brunt of her decisions, roaming the halls, hanging out with the employees, and saying “I’m sorry.” She was tough but compassionate. In fact, she’d wake up in the middle of the night worrying about what would happen to the remaining employees and retirees if the company folded.