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 181
... success ties in with the other closely related , and vitally important , aspect of IBM's recent history . This is about its corporate culture specifically , the kind of culture that arises in an environment without intense competitive ...
... success ties in with the other closely related , and vitally important , aspect of IBM's recent history . This is about its corporate culture specifically , the kind of culture that arises in an environment without intense competitive ...
Página 302
... Success in a com- pany comes foremost from success with the customer , nothing else . 2.At our core , we are a technology com- pany with an overriding commitment to quality . There is a lot of debate about what kind of 302.
... Success in a com- pany comes foremost from success with the customer , nothing else . 2.At our core , we are a technology com- pany with an overriding commitment to quality . There is a lot of debate about what kind of 302.
Página 342
... success factors that drive performance can be identified . For example , everyone knows that product selection ... successful in that in- dustry . Dot - com retailers were a good ex- ample of a spectacular failure to understand that you ...
... success factors that drive performance can be identified . For example , everyone knows that product selection ... successful in that in- dustry . Dot - com retailers were a good ex- ample of a spectacular failure to understand that you ...
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 |
Who Says Elephants Can't Dance?: How I Turned Around IBM Louis V. Gerstner No hay ninguna vista previa disponible - 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