Richard S. Tedlow – författare

This account of IBM’s famed father-and-son CEOs and the family conflicts behind the scenes is “a revealing look at the making of corporate America” (Publishers Weekly).For an extraordinary fifty-seven-year period, one of the nation''s largest and fastest-growing companies was run by two men who were flesh and blood. The chief executives of the International Business Machines Corporation from 1914 until 1971 were Thomas J. Watson, Sr. and Thomas J. Watson, Jr., and that great corporation bears the imprint of both men’s ambitions and strengths—but it also bears the consequences of a family that was in near-constant conflict.Sometimes wrong but never in doubt, both Watsons had clear and farsighted visions of what their company could become. They also had volcanic tempers. Their fights with each other combined with their commitment to leadership and excellence made IBM one of the most rewarding yet gut-clutching firms to work for in the history of American business.Our expectations of professional behavior include leaving emotions and vulnerabilities at home each day. In the case of the Watsons, filial and sibling strife could not be excluded from the office. In closely studying the desires and frustrations of the Watson family, eminent historian Richard S. Tedlow has produced something more than a family portrait or a company history. He delves into the role of emotion in corporate life, and explores the interplay between the personalities of these two extraordinary men and the firm they created. Both Watsons had deeply held beliefs about what a corporation is and should be. These ideas helped make “Big Blue” the bluest of blue-chip stocks during their long tenure. These very beliefs, however, also sowed the seeds for IBM’s disasters in the late 1980s and early 1990s, when the company had lost sight of the original meaning behind many of the practices each man put into place. Tracing the family’s idiosyncratic ability to cope with each other’s weaknesses but not their strengths, The Watson Dynasty is a “highly readable” portrait of a towering pioneer of the technology industry and the father and son who built it (Library Journal).“Crisp, engaging.” —Enterprise & Society

Seven business innovators and the empires they built. The pre-eminent business historian of our time, Richard S. Tedlow, examines seven great CEOs who successfully managed cutting-edge technology and formed enduring corporate empires. With the depth and clarity of a master, Tedlow illuminates the minds, lives and strategies behind the legendary successes of our times: . George Eastman and his invention of the Kodak camera; . Thomas Watson of IBM; . Henry Ford and his automobile; . Charles Revson and his use of television advertising to drive massive sales for Revlon; . Robert N. Noyce, co-inventor of the integrated circuit and founder of Intel; . Andrew Carnegie and his steel empire; . Sam Walton and his unprecedented retail machine, Wal-Mart.

Industrial Development and the Social Fabric

An astute diagnosis of one of the biggest problems in business Denial is the unconscious determination that a certain reality is too terrible to contemplate, so therefore it cannot be true. We see it everywhere, from the alcoholic who swears he''s just a social drinker to the president who declares "mission accomplished" when it isn''t. In the business world, countless companies get stuck in denial while their challenges escalate into crises. Harvard Business School professor Richard S. Tedlow tackles two essential questions: Why do sane, smart leaders often refuse to accept the facts that threaten their companies and careers? And how do we find the courage to resist denial when facing new trends, changing markets, and tough new competitors? Tedlow looks at numerous examples of organiza­tions crippled by denial, including Ford in the era of the Model T and Coca-Cola with its abortive attempt to change its formula. He also explores other companies, such as Intel, Johnson & Johnson, and DuPont, that avoided catastrophe by dealing with harsh realities head-on. Tedlow identifies the leadership skills that are essential to spotting the early signs of denial and taking the actions required to overcome it.