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Under the auspices of Gerstner Jr.'s inspiration as a leader, IBM workers have gotten closer to their customers and base their success upon the latter's definition of success -- which naturally revolves around the customers. In such a way, IBM was able to develop a customer focus which yielded results throughout the marketplace and which was reflected in its revenues.
The fourth part of the book, "Lessons Learned," delivers some of Gerstner Jr.'s personal insight into the realms of business, enterprises, and both quality improvement and management leadership. This section reveals that IBM Global Services was based upon Gerstner Jr.'s postulation that an integrator, essentially acting in a service role, is responsible for the control of major industries. "Observations," the fifth part, is merely a continuance of wisdom which Gerstner Jr. gained from his valuable years of experience. The CEO explains IBM's decision for building and enabling...
This section also explains that the future success of IBM (Gerstner left the company in 2002) would revolve around the licensing of its technology, in the vein of technology companies such as OEM which frequently leverage their technological applications and expertise.
The primary message of this book is that focusing on marketplace value and creating a company culture conducive to customer service are two of the most valuable methods for leaders to generate success in organizational systems, and gives concrete specific goals for organization projects to aim for.
References
Gerstner Jr. L.V. (2002). Who Says Elephants Can't Dance? New York: Harper Business.
Rose, K.H. (2005). Project Quality Management: Why, What and How. Fort Lauderdale, Florida: J. Ross Publishing.
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