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 143
... fact , we were looking each other in the eye . Abby had my complete support , but others were a tougher sell , both inside and outside . the company . Many of the product and geo- graphic units adopted a " this too shall pass " approach ...
... fact , we were looking each other in the eye . Abby had my complete support , but others were a tougher sell , both inside and outside . the company . Many of the product and geo- graphic units adopted a " this too shall pass " approach ...
Página 209
... fact , IBM sold more software in 1993 than did anyone else . Why the misperception ? It was due mainly to the fact that IBM never thought of itself as a software company , did not talk about itself as a software company , did not have a ...
... fact , IBM sold more software in 1993 than did anyone else . Why the misperception ? It was due mainly to the fact that IBM never thought of itself as a software company , did not talk about itself as a software company , did not have a ...
Página 335
... facts are facts , and they've got to be assembled on a continuous , unbiased basis . Products have to be torn down and examined for cost , features , and functionality . Each element of the income statement and balance sheet has to be ...
... facts are facts , and they've got to be assembled on a continuous , unbiased basis . Products have to be torn down and examined for cost , features , and functionality . Each element of the income statement and balance sheet has to be ...
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