Lifting the Barrier: Eliminating the State-Mandated Licensure of Principals and Superintendents is the First Step in Recruiting and Training a Generation of Leaders Capable of Transforming America's Schools (Forum)
Education Next 2003, Fall, 3, 4
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- 2,99 €
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- 2,99 €
Publisher Description
IN THE EARLY 1990S, IBM HAD FALLEN ON HARD TIMES. THE LEADER of the personal-computing revolution was losing billions of dollars a year and looking for a new CEO. Observers were aghast when the board of directors recruited Lou Gersmer, CEO of RJR Nabisco and veteran of the food and tobacco industries. Critics insisted that his lack of experience running a technology concern would leave him at a "huge disadvantage," wrote Doug Garr in a 1999 book about Gersmer's tenure, because the computer business "moved at a faster pace than other industries; competition came from ... fanatics who thrived in the often quirky and murky world of digital chaos." It was believed that managers in the high-tech field needed both business savvy and technical skills. Gersmer was seen as woefully unprepared. By the late 1990s, IBM was again a highly profitable technological innovator. Gersmer was hailed for engineering, as the subtitle to Garr's account, IBM Redux, put it, "the business turnaround of the decade." Might another CEO, especially one with more experience in technology, have done better? Possibly. Were the concerns about Gersmer's lack of experience valid? Sure. However, the larger lesson is that Gersmer provided what IBM needed--a CEO "who could penetrate the corporate culture and change the company's insular way of thinking and operating."