In The Organization Man, William H. Whyte Jr. described the management training process at IBM: "By deliberately exposing a man to a succession of environments, they best obtain that necessity of the large organization—the man who can fit in anywhere. 'The training,' as an IBM executive succinctly puts it, 'makes our men interchangeable.' " Though that corporate portrait is 16 years old, IBM proved once again last week that its leadership, like its computers, is a smoothly running assemblage of interchangeable parts.
T. Vincent Learson, chairman and chief executive of the corporation for...
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