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Fascinating read, nice recap of company history, and another example of what my friend RG Keen refers to as "MBA disease". It's also another good example of how there is no such thing as generic "leadership" or leaders. Individuals can be optimally suited to be effective leaders in particular contexts, but not outside those contexts.

What is fascinating is how much of what many here complain about the company casting aside is precisely what Juszkiewicz and partner Berryman came in touting as having "saved" the company in the late 1980's: "In explaining Gibson's turnaround, the two men point to improved quality, an emphasis on popular, classic guitars rather than constant innovation, and restored ties to musicians and retailers."

In depicting what had happened to Gibson prior to the Juszkiewicz/Berryman purchase from Norlin, "Corporate bean counters from thousands of miles away started dictating to the sales department that the old stuff was stale, and that what they needed was new, new, new," said Matt Umanov, a guitar retailer in New York City. "That led to all kinds of stupid design changes."

So, ironically, in recent years, under Juszkiewicz' leadership, Gibson committed a number of the same silly mistakes that were purportedly the very undoing of the previous iteration of Gibson under Norlin.

It's good to read history. ;)
 

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....

So, ironically, in recent years, under Juszkiewicz' leadership, Gibson committed a number of the same silly mistakes that were purportedly the very undoing of the previous iteration of Gibson under Norlin.

It's good to read history. ;)

totally agree
 
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