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 60
... mainframe and workstations , and under- score that the mainframe is an important part of the CIO's information portfolio . " As I think back on the three or four things that really made a difference in the turn- around of IBM , one of ...
... mainframe and workstations , and under- score that the mainframe is an important part of the CIO's information portfolio . " As I think back on the three or four things that really made a difference in the turn- around of IBM , one of ...
Página 73
... Mainframe Decision In a subsequent meeting in the conference room near my office in Armonk , the main- frame team documented a rapid decline in sales and , more important , a precipitous drop in market share in the last fifteen months ...
... Mainframe Decision In a subsequent meeting in the conference room near my office in Armonk , the main- frame team documented a rapid decline in sales and , more important , a precipitous drop in market share in the last fifteen months ...
Página 101
... mainframe , and mainframe sales were de- clining . Gross profit margin was sinking like a stone because we had to reduce mainframe prices in order to compete . The only way to stabilize the ship was to ensure that expenses were going ...
... mainframe , and mainframe sales were de- clining . Gross profit margin was sinking like a stone because we had to reduce mainframe prices in order to compete . The only way to stabilize the ship was to ensure that expenses were going ...
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