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 149
... marketplace ; differentiate our in- creases based on individual performance and pay in the marketplace ; differentiate our bo- nuses based on business performance and in- dividual contributions ; and differentiate our stock - option ...
... marketplace ; differentiate our in- creases based on individual performance and pay in the marketplace ; differentiate our bo- nuses based on business performance and in- dividual contributions ; and differentiate our stock - option ...
Página 248
... marketplace , is to establish a po- sition , hunker down , and defend it . But if we had focused on the marketplace and done our homework , there's no reason the IBM PC business today would be looking up the leader board at Dell ...
... marketplace , is to establish a po- sition , hunker down , and defend it . But if we had focused on the marketplace and done our homework , there's no reason the IBM PC business today would be looking up the leader board at Dell ...
Página 366
... marketplace , usually a new or redefined marketplace . These activities are difficult because they al- most always demand that profit - center man- agers subjugate their own objectives for the greater good of the enterprise . As such ...
... marketplace , usually a new or redefined marketplace . These activities are difficult because they al- most always demand that profit - center man- agers subjugate their own objectives for the greater good of the enterprise . As such ...
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