IBM Revenue Per Employee
To establish sales morale, it is essential to start building at the top of the organization. The old idea that those in administrative positions should be autocrats has gone. The day of the section boss in business has passed. Every manager in every department of business, in factory, office or field, should remember that his duty is to help the men under his direction.
Thomas J. Watson Sr., 1930, A View from Beneath the Dancing Elephant
Revenue per employee is a common metric to determine how effectively a corporation is using its sales organization. It is an effective method to visualize sales productivity changes over time. Though it is only one of many measures for considering the overall health of a corporation, this particular one—especially when evaluated over extended periods of time—is effective in showing gains or losses in an organization’s sales effectiveness.
- IBM's 21st Century performance as measured by revenue per employee.
IBM's 21st Century Historical Revenue Per Employee - The last three decades
IBM's 21st Century Competitive Revenue Per Employee (updated December 7, 2014)
- IBM Chief Executive Officer's performance by revenue per employee.
IBM's 20th Century Historical Revenue Per Employee - Thomas J. Watson Sr.
IBM's 20th Century Historical Revenue Per Employee - Thomas J. Watson Jr.
IBM's 20th Century Historical Revenue Per Employee - T. Vincent Learson and Frank T. Cary
IBM's 20th Century Historical Revenue Per Employee - John R. Opel and John F. Akers
IBM's 21st Century Historical Revenue Per Employee - Louis V. Gerstner
IBM's 21st Century Historical Revenue Per Employee - Samuel J. Palmisano and Virginia M. Rometty
Peter E. Greulich is an author, publisher and public speaker.
He has written two books on IBM and three essays on Thomas J. Watson Sr.’s leadership during the Great Depression. His latest book, A View from Beneath the Dancing Elephant: Rediscovering IBM’s Corporate Constitution is a sweeping historical look at IBM that puts a spotlight on its current human resource practices in light of IBM’s time-tested human-relationship achievements.
It is a different perspective from Louis V. Gerstner’s Who Says Elephants Can’t Dance. It is a view from beneath—the perspective of an IBM employee-owner. IBMers with stories to share can reach Pete at IBMers@mbiconcepts.com.