Read an Excerpt
Chapter One
The Courtship
On December 14, 1992, I had just returned from one of those always
well-intentioned but rarely stimulating charity dinners that are part of a New
York City CEO's life, including mine as CEO of RJR Nabisco. I had not been in my
Fifth Avenue apartment more than five minutes when my phone rang with a call
from the concierge desk downstairs. It was nearly 10 p.m. The concierge said,
"Mr. Burke wants to see you as soon as possible this evening."
Startled at such a request so late at night in a building in which neighbors
don't call neighbors, I asked which Mr. Burke, where is he now, and does he
really want to see me face to face this evening?
The answers were: "Jim Burke. He lives upstairs in the building. And, yes, he
wants very much to speak to you tonight."
I didn't know Jim Burke well, but I greatly admired his leadership at Johnson
& Johnson, as well as at Partnership for a Drug-Free America. His handling
of the Tylenol poisoning crisis years earlier had made him a business legend. I
had no idea why he wanted to see me so urgently. When I called, he said he would
come right down.
When he arrived he got straight to the point: "I've heard that you may go
back to American Express as CEO, and I don't want you to do that because I may
have a much bigger challenge for you." The reference to American Express was
probably prompted by rumors that I was going to return to the company where I
had worked for eleven years. In fact, in mid-November 1992, three members of the
American Express board had met secretly with me at the Sky Club in New York City
to ask that I come back. It's hard to say if I was surprised -- Wall Street and
the media were humming with speculation that then CEO Jim Robinson was under
board pressure to step down. However, I told the three directors politely that I
had no interest in returning to American Express. I had loved my tenure there,
but I was not going back to fix mistakes I had fought so hard to avoid.
(Robinson left two months later.)
I told Burke I wasn't returning to American Express. He told me that the top
position at ibm might soon be open and he wanted me to consider taking the job.
Needless to say, I was very surprised. While it was widely known and reported in
the media that ibm was having serious problems, there had been no public signs
of an impending change in CEOs. I told Burke that, given my lack of technical
background, I couldn't conceive of running ibm. He said, "I'm glad you're not
going back to American Express. And please, keep an open mind on IBM." That was
it. He went back upstairs, and I went to bed thinking about our conversation.
The media drumbeat intensified in the following weeks. Business Week ran a
story titled "IBM's Board Should Clean Out the Corner Office." Fortune published
a story, "King John [Akers, the chairman and ceo] Wears an Uneasy Crown." It
seemed that everyone had advice about what to do at ibm, and reading it, I was
glad I wasn't there. The media, at least, appeared convinced that ibm's time had
long passed.
The Search
On January 26, 1993, ibm announced that John Akers had decided
to retire and that a search committee had been formed to consider outside and
internal candidates. The committee was headed by Jim Burke. It didn't take long
for him to call.
I gave Jim the same answer in January as I had in December: I wasn't
qualified and I wasn't interested. He urged me, again: "Keep an open mind."
He and his committee then embarked on a rather public sweep of the top CEOs
in America. Names like Jack Welch of General Electric, Larry Bossidy of Allied
Signal, George Fisher of Motorola, and even Bill Gates of Microsoft surfaced
fairly quickly in the press. So did the names of several IBM executives. The
search committee also conducted a series of meetings with the heads of many
technology companies, presumably seeking advice on who should lead their number
one competitor! (Scott McNealy, CEO of Sun Microsystems, candidly told one
reporter that IBM should hire "someone lousy.") In what was believed to be a
first-of-its-kind transaction, the search committee hired two recruiting firms
in order to get the services of the two leading recruiters -- Tom Neff of
Spencer Stuart Management Consultants N.V., and Gerry Roche of Heidrick &
Struggles International, Inc.
In February I met with Burke and his fellow search committee member, Tom
Murphy, then CEO of Cap Cities/abc. Jim made an emphatic, even passionate pitch
that the board was not looking for a technologist, but rather a broad-based
leader and change agent. In fact, Burke's message was consistent throughout the
whole process. At the time the search committee was established, he said, "The
committee members and I are totally open-minded about who the new person will be
and where he or she will come from. What is critically important is the person
must be a proven, effective leader -- one who is skilled at generating and
managing change."
Once again, I told Burke and Murphy that I really did not feel qualified for
the position and that I did not want to proceed any further with the process.
The discussion ended amicably and they went off, I presumed, to continue the
wide sweep they were carrying out, simultaneously, with multiple candidates.
What the Experts Had to Say
I read what the press, Wall Street, and the
Silicon Valley computer visionaries and pundits were saying about ibm at that
time. All of it certainly fueled my skepticism and, I believe, that of many of
the other candidates.
The foregoing is excerpted from Who Says Elephants Can't Dance? by Louis V.
Gerstner. All rights reserved. No part of this book may be used or reproduced
without written permission from HarperCollins Publishers, 10 East 53rd Street,
New York, NY 10022
