65438-0963 entered Harvard Business School, graduated two years later, and worked for McKinsey, a famous management consulting company in new york. At 23, he is the youngest MBA hired by this company. At the age of 28, he became the youngest entrusted agent of McKinsey & Company.
1993 took over IBM on the verge of bankruptcy. He overcame all difficulties and implemented a series of tactics to turn losses into profits.
1992, before Guo Shina took office, IBM lost $5 billion; From 65438 to 0998, IBM's operating income reached a record high, reaching 81700 million US dollars, and its net income reached 6.3 billion US dollars.
IBM has made great achievements in global technology development, ranking first among major companies in the world for six consecutive years.
Since Guo Shina took over, IBM's share price has risen by 10 times. Guo Shina was named the best manager of the year by American Business Weekly in 1995 and 1996. Guo Shina was awarded the honorary knighthood in the birthday celebration of Queen Elizabeth in June, 2006 because of his outstanding contribution in the field of e-commerce and education.
In June 2006, Businessweek, published in June 2002, selected 25 best presidents in the world, and Guo Shina, CEO of IBM, ranked first.
Don't be a safe person.
1992, IBM suffered a huge loss of $49.7 billion, the biggest loss in the history of American companies. The only consensus reached by the board members is that the current CEO Axe must resign. IBM began to find someone to replace Axe. The person who holds this position in the most difficult time of the company must have a good reputation enough for employees to respect him. This task is daunting!
1in the third week of March, 993, Guo Shina was touted by major media as the first choice for IBM's president, but he kept silent. But some people think that the board of directors will not choose a person who lacks experience in the computer industry. In order to familiarize him with everything involved in this position, IBM provided Guo Shina with various documents, some of which were written by employees; Some of them were written by outsiders. This made Guo Shina say, "It seems that IBM got a lot of free consultation."
Guo Shina is still hesitating, but the directors think it will be more reassuring to let him run IBM. They like his record of turning big companies into profits. They are glad that he has a deep understanding of the role of technology in the company. They especially like the fact that he is an outsider. This alone will make him immediately respected at IBM. They also appreciate his firm determination and ability to quickly assess and solve complex business problems. IBM's senior managers are also very friendly to Guo Shina.
Guo Shina will make a decision soon. He read a book called Computer Warfare and took a walk on the beach outside his holiday villa in South Florida. As he walked, he remembered his favorite famous saying: "Beware of turtles. It can move forward by sticking its head out. " It was this famous saying that prompted Guo Shina to make a decision. He likes this challenge; He likes adventure. He admitted to himself that he didn't mind sticking his head out. Shortly after informing the board of directors of his decision to accept the position, he thought to himself, "I have never been a person who just wants to be safe."
Give subordinates a sense of urgency
Shortly after Guo Shina took office, he began to gradually replace senior management personnel in order to inject fresh blood.
When forming the management team, Guo Shina said, "I don't care whether you will become a future business celebrity or are preparing to find another way out. What I want is that you should work hard for me now. " For his manager, the process of adapting to Guo Shina is as cruel and slow as Darwin's theory of evolution. IBM managers often talk about how they were accidentally stopped by Guo Shina and asked to make a comprehensive evaluation of a colleague immediately. An IBM employee said, "He wants to know what I think of my boss. Although all I say is praise, I always feel scared in front of him. " At the meeting, Guo Shina is used to commenting on everyone present. He said, "There is no doubt that someone tried to give me mental arsenic in the first year. I mean those terrible ideas and plans. "
Guo Shina said, "If you want to win the game, you must wake up every day and expect a change. In fact, you must be willing to accept change. Winning all the victories is secondary. Never be satisfied with being the runner-up, win every point and bear the failure alone. "Self-renewal" means embracing change. If there is something that hinders our development and the leading position in our industry, then change it-whether it is a procedure, a way of working, or frankly, our own technology. IBM should become an outstanding group characterized by constant self-renewal. Some departments of the company have achieved this goal. "
Guo Shina told his subordinates: "You must be prepared for change, and you must have a sense of urgency and be willing to make changes immediately when necessary, otherwise you will not be able to keep up with the trend and succeed in the rapidly changing computer industry in the 1990s."
Pay attention to customer information
When Guo Shina first took office, he attended the executive meeting of IBM customers for the first time. His staff originally wanted to ask him to make an opening speech at the meeting, but he said at the meeting that I would stay here for three days. Guo Shina introduced himself at the beginning of the meeting: "I am different from other IBM presidents, that is, I used to be a customer of IBM, so I fully understand customers and their needs;" Because I don't know technology, I can spend more time thinking about customers from their perspective. "
Paying attention to customer information is a great skill of Guo Shina management. Paying attention to customers is a very big difference between Guo Shina and IBM's predecessor, and it is also an important source for him to make correct decisions. Guo Shina is a very communicative person, but the first person he communicates with is the customer. In addition to visiting customers frequently, he also forced the senior vice president who reported directly to him to visit.
Guo Shina has a meeting with all the senior vice presidents every two weeks. At the meeting, he spent the most time asking senior vice presidents: which customers have you visited in the past two weeks? What did you hear? What did the client tell you? From this, he can hear the new demands of the market, the demands of customers and the imperfections of IBM.
Guo Shina ordered 350 IBM executives to say, "For the 500 major customers in the world, you should be the partner of at least one of them, not because of your work, but because you are at IBM, establish long-term relationships with customers, and visit the top management of customers regularly to give some guidance to the sales team and help them."
Guo Shina attaches great importance to listening to customers' voices before he can prescribe the right medicine. For example, the reason why Guo Shina raised the banner of e-commerce in 1996 was mainly inspired by customers.
Cherish time and advocate pragmatic style.
Guo Shina never wastes time, whether it is his own or others'. If there is a faster way, he will agree to use it. If others stop him from finishing something, then he doesn't want them around. In his view, a person who wastes time is a person who will destroy an enterprise.
When he is at American Express, he only invites people who really want to attend important idea meetings. Even if it means annoying those who are not invited. He sometimes calls a three-day full-time meeting, and only a few selected people are invited to attend. Guo Shina said, "I know whose meeting I want to attend. A dozen people will be angry because they are not invited to attend. The more dissatisfied they are, the more they will come to my office and say,' My career is over'. Why are you treating me like this? I will say to them,' well, I want to hold a small meeting. I think you have made contributions in other fields. It doesn't matter whether you attend the meeting or not. As a member of the senior management team, you certainly have the right to comment and speak on the results of this Council in areas related to your field. But this is an important idea meeting, and you are not the person I want to invite. "'
Guo Shina also applied his pragmatic style to his own schedule. He really doesn't want to waste a minute. He reads a lot of materials every day, often visits IBM customers and often arranges to visit IBM factories.