Two recent articles, "The best and worst boards" (Special Report, Nov. 25) and "How IBM became a growth company again" (Cover Story, Dec. 9), have provided my executive-management research and teaching archive with some of the best case studies ever.
When the IBM board installed Louis V. Gerstner Jr. as chairman, the company's organizational structure was O.K., and competent managers were on hand. But what was needed was to revert to an older strategy: sell.
At IBM, Mr. Gerstner saw that the route forward depended on creating a lasting relationship with the customer.
Akers Styckebruk, Sweden