By Des Dearlove
This is often the 1st in a chain that indicates how the "big pictures" of the company international have attained their positions during which they regulate large empires and command colossal own fortunes. The booklet finds the secrets and techniques, offers, schemes and desires of those, the world's fiercest company opponents.
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This may sound an overly ambitious objective. But think how managers learn. First, they do so through experience. Yet, as Chris Argyris has pointed out, experience is no guarantee of Page x learning. How many executives have you met who have all the experience in the world but little insight or real wisdom? They may proclaim that they have 30 years' experience, but they often have one year's experience 30 times. Experience does not automatically lead to learning. Years clocked up do not necessarily equate with wisdom.
Page 24 HOW IBM FUMBLED THE PC MARKET IBM was late off the mark with the PC. The company which dominated the main frame computer business failed to recognize the importanceand the threat presentedby the rise of the personal computer. By the time Big Blue decided to enter the PC market in 1980, Apple, which had pioneered the desk top computer, had become a $100 million business. Frank Cary, IBM chairman at the time, ordered his people to produce an IBM-badged PC by August 1981. Already in catch-up mode, the IBMers put in charge of the project made two fundamental technical errors.
Most are rose-tinted celebrations of careers rather than objective examinations of managerial techniques. The learning they offer is limitedthough that is not to deny the entertainment value. The Big Shots series aims to fill the gap. It seeks to give an objective view of the business practice and thinking of some of the corporate greats. For each of the business leaders in the serieswhether it be Bill Gates, Rupert Murdoch, Richard Branson or Jack Welchwe look at the essence of their approach to business.
Business the Bill Gates Way (Bigshots) by Des Dearlove