IBM 2000 Annual Report Download - page 23

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page no.
twenty-one
If they were running self-standing
enterprises, John Kelly, Doug Elix
and Steve Mills would be Fortune 150
CEOs. They’re not. Instead, they run
IBM’s technology, services and software
businesses, respectively
—
businesses that
generated more than 60 percent of
IBM’s revenue last year. They plan
competitive strategy, lead vast work-
forces, make decisions about where to
invest and when to divest
—
and stand
accountable for their results. And in
2000, they all had to adjust on the fly
to changing market conditions.
chapter 2
the leader’s
dilemma
our story continues with a victory
and a lesson:that being top of the charts
may beget its own kind of challenge,
as when market demand races ahead
of supply, or when success serves
to dampen the competitive fire.