EMC's leader has no illusions about the challenge he faces in regaining share, but he's well-versed in the business of managing derailed companies. Prior to joining EMC, Tucci guided Wang Global through a successful emergence from Chapter 11 bankruptcy protection. Under his leadership, Wang acquired and integrated 10 companies, and its market capitalization more than tripled. Wang was itself acquired in June 1999 by Amsterdam-based services firm Gentronics NV.
Before joining Wang in 1991, Tucci was president of U.S. information systems for Unisys Corp (NYSE: UIS). He began his career as a systems programmer at RCA Corp. and holds a bachelor's degree from Manhattan College and a master's degree in business from Columbia University.
In New York this week to finally unveil the Symmetrix DMX, Joe Tucci sat down to talk with Byte and Switch editors Jo Maitland and Todd Spangler about EMC's new lease on life.
Byte and Switch: What's the most important part of the DMX launch?
Tucci: Clearly, in 2002, 2001, we lost mind share and market share. But we still have tremendous presence, and an installed base, and 40 percent of the high-end market, and it's important to have that. We are a one-category company. Compare us to Hitachi Ltd. [NYSE: HIT; Paris: PHA]: They make elevators, VCRs, thermometers. Compare us to IBM: They have chips, software, mainframes, Linux, services. It's really important. It's a killer, but you have to have that base, and regaining the psychological barrier is incredibly important. We always had the functionality, which is why our product line held up as well as it did, and this new functionality gives me the chance to remind the world that this is not a one-dimensional company.