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 17
... never thought about it in those terms in the 1970s . Millions of people travel the world with a sliver of plastic , charging goods and services in many countries . Every month they receive a single bill listing those transactions , all ...
... never thought about it in those terms in the 1970s . Millions of people travel the world with a sliver of plastic , charging goods and services in many countries . Every month they receive a single bill listing those transactions , all ...
Página 137
... never interfere with messages sent from my office . He grimaced , nodded , and sulked as he walked out the door . He never did adapt to the new global organization , and a few months later he left the company . Although we implemented ...
... never interfere with messages sent from my office . He grimaced , nodded , and sulked as he walked out the door . He never did adapt to the new global organization , and a few months later he left the company . Although we implemented ...
Página 397
... Never mind that 90 days has absolutely no bearing on how well a company is doing . Never mind that in most businesses there is little a manager can do to effect real results in 90 days . Never mind that what a company can do in 90 days ...
... Never mind that 90 days has absolutely no bearing on how well a company is doing . Never mind that in most businesses there is little a manager can do to effect real results in 90 days . Never mind that what a company can do in 90 days ...
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