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. |
Dentro del libro
Resultados 1-3 de 54
Página 49
... tion was for a loss of 50 cents a share for the quarter ending the next day . The cash situa- tion was deteriorating fast . A major item of business was to approve a new financing plan authorizing the company to increase com- mitted ...
... tion was for a loss of 50 cents a share for the quarter ending the next day . The cash situa- tion was deteriorating fast . A major item of business was to approve a new financing plan authorizing the company to increase com- mitted ...
Página 280
... tion . It resulted in a stultifying culture and a spider's web of checks , approvals , and valida- tion that slowed decision making to a crawl . When I arrived at IBM , new mainframes were announced every four to five years . Today they ...
... tion . It resulted in a stultifying culture and a spider's web of checks , approvals , and valida- tion that slowed decision making to a crawl . When I arrived at IBM , new mainframes were announced every four to five years . Today they ...
Página 496
... tion by the IT industry , and thoughtful leadership at all levels of society , there is more than a chance there is a magnificent opportunity to shrink this gulf and spread unprecedented levels of service and informa- tion to people ...
... tion by the IT industry , and thoughtful leadership at all levels of society , there is more than a chance there is a magnificent opportunity to shrink this gulf and spread unprecedented levels of service and informa- tion to people ...
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