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 20
... importance of cash in corporate perfor- mance " free cash flow " as the single most important measure of corporate soundness and performance . I also came away with a greater sense of the relationship between management and owners . I ...
... importance of cash in corporate perfor- mance " free cash flow " as the single most important measure of corporate soundness and performance . I also came away with a greater sense of the relationship between management and owners . I ...
Página 108
... important technolog- ical breakthroughs for various national secu- rity and space programs . However , it was also a perpetual low - margin business be- cause we never figured out how to fit it into the overall high - expense model of ...
... important technolog- ical breakthroughs for various national secu- rity and space programs . However , it was also a perpetual low - margin business be- cause we never figured out how to fit it into the overall high - expense model of ...
Página 155
... important to reduce our overall number of employees , but in a crisis it was even more important to retain our most promising people . I looked around for choices , one of which would have been to introduce new stock op- tions for key ...
... important to reduce our overall number of employees , but in a crisis it was even more important to retain our most promising people . I looked around for choices , one of which would have been to introduce new stock op- tions for key ...
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