Who Says Elephants Can't Dance: Inside IBM's Historic TurnaroundThorndike Press, 2003 - 527 páginas A New York Times BestsellerIn 1990, IBM had its most profitable year ever. By 1993, the company was on its way to extinction, a victim of its lumbering size, an insular corporate culture, and the PC era it had helped invent. Then Lou Gerstner was brought in. Now he offers a blow-by-blow account of IBM's competitive and cultural transformation -- the first-hand story of an extraordinary turnaround. |
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Página 181
... culture specifically , the kind of culture that arises in an environment without intense competitive pressure or threats . In IBM's case , I never be- lieved the problem was as simple as compla- cency or entitlement , though there there ...
... culture specifically , the kind of culture that arises in an environment without intense competitive pressure or threats . In IBM's case , I never be- lieved the problem was as simple as compla- cency or entitlement , though there there ...
Página 273
... culture . IBM may be unique in this regard ; the company has been known as much for its culture as for what it made and sold . Even today if you pause and think " IBM , " chances are you'll think of attributes ( hopefully , very ...
... culture . IBM may be unique in this regard ; the company has been known as much for its culture as for what it made and sold . Even today if you pause and think " IBM , " chances are you'll think of attributes ( hopefully , very ...
Página 275
... culture encourages and discourages , rewards and punishes . Is it a culture that rewards in- dividual achievement or team play ? Does it value risk taking or consensus building ? I have a theory about how culture emerges and evolves in ...
... culture encourages and discourages , rewards and punishes . Is it a culture that rewards in- dividual achievement or team play ? Does it value risk taking or consensus building ? I have a theory about how culture emerges and evolves in ...
Índice
Foreword | 9 |
Introduction | 13 |
GRABBING HOLD | 21 |
Página de créditos | |
Otras 36 secciones no se muestran.
Otras ediciones - Ver todo
Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic ... Louis V. Gerstner Vista previa restringida - 2003 |
Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround Louis V. Gerstner Vista previa restringida - 2002 |
Términos y frases comunes
American Express announced application software asked behavior believe billion building Burke business unit called cash cess Chairman and Chief Chief Executive Officer commitment committee communications company's competitive competitors computing corporate create culture customers decision dustry e-business enterprise focus global going happen hardware IBM employees IBM's IBMers important industry information technology institutions integrated Internet investment Jerry York Jim Burke Jim Manzi John Akers knew L. V. Gerstner leaders leadership Lotus Lou Gerstner mainframe major marketplace McKinsey meeting ment Microsoft middleware needed ness networked world never nology operating organization pany percent powerful problems profit revenue RJR Nabisco Sam Palmisano sell senior share shareholders strategy success talk tech things tion tive Tom Watson tomers UNIX