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 30
... simply wasn't enough operating le- verage to produce the projected returns . Second , the operating returns from the to- bacco business were under pressure as a re- sult of a price war started by Philip Morris soon after the RJR Nabisco ...
... simply wasn't enough operating le- verage to produce the projected returns . Second , the operating returns from the to- bacco business were under pressure as a re- sult of a price war started by Philip Morris soon after the RJR Nabisco ...
Página 137
... simply , " These messages were inappropriate for my em- ployees . " And : " They were hard to trans- late . " I summoned him to Armonk the next day . I explained that he had no employees , that all employees belonged to IBM , and that ...
... simply , " These messages were inappropriate for my em- ployees . " And : " They were hard to trans- late . " I summoned him to Armonk the next day . I explained that he had no employees , that all employees belonged to IBM , and that ...
Página 205
... simply acquire ( though our competitors keep trying ) . The bet you're really making is on your own commitment to invest both the years and the capital , then build the experi- ence and discipline it takes to succeed . The Future As I ...
... simply acquire ( though our competitors keep trying ) . The bet you're really making is on your own commitment to invest both the years and the capital , then build the experi- ence and discipline it takes to succeed . The Future As I ...
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