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 70
... internal . It was clear that at all levels of the organization there was fear , un- certainty , and an extraordinary preoccupation with internal processes as the cause of our problems and , therefore , a belief that tink- ering with the ...
... internal . It was clear that at all levels of the organization there was fear , un- certainty , and an extraordinary preoccupation with internal processes as the cause of our problems and , therefore , a belief that tink- ering with the ...
Página 104
... internal processes , called enabling initiatives : human resources , procurement , finance , real estate , and surpris- ingly at least at first glance information technology . When I'd arrived at IBM , I wasn't taking too much for ...
... internal processes , called enabling initiatives : human resources , procurement , finance , real estate , and surpris- ingly at least at first glance information technology . When I'd arrived at IBM , I wasn't taking too much for ...
Página 443
... internal perceptions that the new job is not prestigious enough for a corporate officer title • on at least one occasion , officers re- porting to non - officers Most significantly , I believe , this program is viewed as mysterious and ...
... internal perceptions that the new job is not prestigious enough for a corporate officer title • on at least one occasion , officers re- porting to non - officers Most significantly , I believe , this program is viewed as mysterious and ...
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