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 131
... strategy of the company . That strategy , as I had been saying for six months , was going to revolve around my belief that the unique opportunity for IBM tinctive competence was an ability to inte- grate all the parts for our customers ...
... strategy of the company . That strategy , as I had been saying for six months , was going to revolve around my belief that the unique opportunity for IBM tinctive competence was an ability to inte- grate all the parts for our customers ...
Página 336
... strategies that are believable and execut- able . Companies that leap into new busi- nesses and chase acquisitions willy - nilly are those that really don't have a conviction about their existing strategy . They don't have a clear ...
... strategies that are believable and execut- able . Companies that leap into new busi- nesses and chase acquisitions willy - nilly are those that really don't have a conviction about their existing strategy . They don't have a clear ...
Página 341
... strategies for many companies . I will let you in on a dirty little secret of con- sulting : It is extremely difficult to develop a unique strategy for a company ; and if the strategy is truly different from what others in the industry ...
... strategies for many companies . I will let you in on a dirty little secret of con- sulting : It is extremely difficult to develop a unique strategy for a company ; and if the strategy is truly different from what others in the industry ...
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 |
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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