Who Says Elephants Can't Dance: Inside IBM's Historic TurnaroundA 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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Now we needed to rebuild the fundamental 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 our distinctive competence was an ability ...
Now we needed to rebuild the fundamental 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 our distinctive competence was an ability ...
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Good Strategy : Long on Detail The most important value - added function of a corporate management team is to ensure that the strategies developed by the operating units are steeped in tough - minded analysis , and that they are ...
Good Strategy : Long on Detail The most important value - added function of a corporate management team is to ensure that the strategies developed by the operating units are steeped in tough - minded analysis , and that they are ...
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Execution Strategy Goes Only So Far Execution getting the task done , making it happen – is the most unappreciated skill of an ... In my years as a consultant , I participated in the development of many strategies for many companies .
Execution Strategy Goes Only So Far Execution getting the task done , making it happen – is the most unappreciated skill of an ... In my years as a consultant , I participated in the development of many strategies for many companies .
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Índice
Foreword | 9 |
Introduction | 13 |
PART I 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 announced applications asked believe billion build called clear colleagues commitment communications competitive competitors computing corporate create critical culture customers deal decision drive early employees enterprise executives Express fact focus force future Gerstner global going happen hard hardware head IBM's IBMers important individual industry institutions integrated internal investment issue keep kind knew later lead leaders leadership look mainframe major marketplace meeting ment months move needed never Officer operating organization percent performance position powerful problems profit reports senior share simply strategy success talk things tion told turned understand units week
Información bibliográfica
| Título | Who Says Elephants Can't Dance: Inside IBM's Historic Turnaround Core Series Thorndike Core Thorndike Large Print Nonfiction Thorndike Large Print Thorndike Press Large Print Core Series |
| Autor | Louis V. Gerstner |
| Edición | en letra grande |
| Editor | Thorndike Press, 2003 |
| ISBN | 0786252553, 9780786252558 |
| N.º de páginas | 527 páginas |
| Exportar cita | BiBTeX EndNote RefMan |