Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic ChangeHarper Collins, 16 dic 2003 - 304 páginas Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement, bringing IBM back from the brink of insolvency to lead the computer business once again.Offering a unique case study drawn from decades of experience at some of America's top companies -- McKinsey, American Express, RJR Nabisco -- Gerstner's insights into management and leadership are applicable to any business, at any level. Ranging from strategy to public relations, from finance to organization, Gerstner reveals the lessons of a lifetime running highly successful companies. |
Dentro del libro
Resultados 1-5 de 7
Página ix
... sessions with CEOS and heads of state — I was asked : " How did you save IBM ? " " What was it like when you got there ? " " What were the problems ? " " What specific things did you do to bring the company back to life ? Foreword.
... sessions with CEOS and heads of state — I was asked : " How did you save IBM ? " " What was it like when you got there ? " " What were the problems ? " " What specific things did you do to bring the company back to life ? Foreword.
Página 9
... asked which Mr. Burke , where is he now , and does he really want to see me face to face this evening ? The answers were : " Jim Burke . He lives upstairs in the building . And , yes , he wants very much to speak to you tonight . " I ...
... asked which Mr. Burke , where is he now , and does he really want to see me face to face this evening ? The answers were : " Jim Burke . He lives upstairs in the building . And , yes , he wants very much to speak to you tonight . " I ...
Página 14
... asked his ad- vice . He confirmed my feeling that KKR was ready to move out of RJR Nabisco and that this phase of the company's tumultuous life was coming to an end . Also , it was clear that Jim Burke had already talked with Vernon ...
... asked his ad- vice . He confirmed my feeling that KKR was ready to move out of RJR Nabisco and that this phase of the company's tumultuous life was coming to an end . Also , it was clear that Jim Burke had already talked with Vernon ...
Página 22
... asked to take on a responsibility that was important to our country's competitiveness and our economy's health . I didn't say it at the time , but it was my feeling that if IBM failed , there would be repercussions beyond the demise of ...
... asked to take on a responsibility that was important to our country's competitiveness and our economy's health . I didn't say it at the time , but it was my feeling that if IBM failed , there would be repercussions beyond the demise of ...
Página 25
... asked for a ten - page report from each business unit leader covering cus- tomer needs , product line , competitive analysis , technical outlook , economics , both long- and short - term key issues , and the 1993–94 outlook . I also asked ...
... asked for a ten - page report from each business unit leader covering cus- tomer needs , product line , competitive analysis , technical outlook , economics , both long- and short - term key issues , and the 1993–94 outlook . I also asked ...
Índice
9 | |
18 | |
Out to the Field | 41 |
Operation Bear Hug | 49 |
Stop the Bleeding and Hold the Vision | 56 |
Creating the Leadership Team | 73 |
Creating a Global Enterprise | 83 |
Back on the Beach | 103 |
PART IIICULTURE | 179 |
On Corporate Culture | 181 |
An InsideOut World | 189 |
Leading by Principles | 200 |
PART IVLESSONS LEARNED | 217 |
FocusYou Have to Know and Love | 219 |
Execution Strategy Goes Only So Far | 229 |
Leadership Is Personal | 235 |
A Brief History of IBM | 113 |
Making the Big Bets | 121 |
Servicesthe Key to Integration | 128 |
Building the Worlds Already Biggest | 136 |
Opening the Company Store | 146 |
Unstacking the Stack and Focusing the Portfolio | 153 |
The Emergence of ebusiness | 165 |
Reflections on Strategy | 176 |
Elephants Can Dance | 242 |
IBMa Farewell | 253 |
APPENDICES | 259 |
Appendix AThe Future of ebusiness | 261 |
Appendix BFinancial Overview | 277 |
Index | 286 |
Otras ediciones - Ver todo
Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround Louis V. Gerstner Vista previa restringida - 2002 |
Who Says Elephants Can't Dance: Inside IBM's Historic Turnaround Louis V. Gerstner Vista de fragmentos - 2003 |
Términos y frases comunes
American Express announced application software arrived at IBM asked assets basic behavior believe billion brand build called challenge colleagues commitment company's competitive competitors computing corporate create culture customers decentralized decision e-business early enterprise focus Gerstner global going hardware IBM employees IBM's IBMers important industry information technology inside institutions integrated internal International Business Machines Internet investment Jerry York Jim Burke Jim Manzi John Akers knew leaders leadership Lou Gerstner mainframe major marketplace McKinsey meeting ment Microsoft middleware needed networked world never operating organization pany percent personal computer powerful problems profit RJR Nabisco sell senior executives share shareholders strategy success talk technical things tion Tom Watson tomers transformation UNIX vision Watson winning