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Index

G

Gates, Bill, 4, 11, 29, 111, 153–154, 157–172
background of, 157
and corporate memory, 168–169
on "digital nervous system," 160–161
and empowerment of workers, 153, 165–168
and the Internet, 162–164
on the Internet, 154, 159
and leadership body of knowledge, 50
and success of Microsoft, 157–159
on technology revolution, 159–161
vision of, 45
General Electric (GE), 4, 8–11, 20, 22, 24, 25, 34, 38–39, 48
and "best ideas," 49
market capitalization of, 99
meritocracy at, 51
stock performance of, 27, 30
training-related costs at, 86
vision of Jack Welch and growth of, 46–47
Work-Out cultural initiative at, 42
(See also Welch, Jack)
Gerstner, Lou, 11, 20, 30, 33–34, 107–126, 128
on challenge from within IBM, 108
on cultural change, 40–41
as evangelical leader, 36–37
and focusing on the marketplace, 114–118
on IBM as solutions company, 107
and IBM's service businesses, 119–121
initial strategy of, 112–114
and the Internet, 121–123
and investment in R&D, 123–125
and new focus of IBM on solutions, 118–119
vision of, 47–48
Glass, David, 33
on company culture, 43
on small-town strategy, 211, 212
on supplier as partner, 216
on Sam Walton, 36–37, 201, 202, 204
Global Crossing, 6
G.O. culture, 188, 189
Greenspan, Alan, 4, 160
Grove, Andy, 5, 7, 11, 22, 131–132, 134–152
background of, 134–135
on company culture, 43
company culture under, 41, 43
as evangelical leader, 40
"execution and strategy" approach of, 135–136
on failure of companies, 131
on IBM's losses, 110
and Intel's crisis in 1980s, 137–140
and leadership body of knowledge, 50
and strategic inflection points, 141–148
on today as time of strategic choice for companies, 132
vision of, 45–46
"Guardian" attitude, 145

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