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. |
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Página 4
... called and said that he had recently installed an Amdahl computer in a large data center that had historically been 100 - percent IBM equipped . He said that his IBM representative had arrived that morning and told him that IBM was ...
... called and said that he had recently installed an Amdahl computer in a large data center that had historically been 100 - percent IBM equipped . He said that his IBM representative had arrived that morning and told him that IBM was ...
Página 9
... called , he said he would come right down . When he arrived he got straight to the point : " I've heard that you may go back to American Express as CEO , and I don't want you to do that because I may have a much bigger challenge for you ...
... called , he said he would come right down . When he arrived he got straight to the point : " I've heard that you may go back to American Express as CEO , and I don't want you to do that because I may have a much bigger challenge for you ...
Página 14
... called Vernon Jordan , the Washington attorney who was a longtime friend as well as a director of RJR Nabisco , and asked his ad- vice . He confirmed my feeling that KKR was ready to move out of RJR Nabisco and that this phase of the ...
... called Vernon Jordan , the Washington attorney who was a longtime friend as well as a director of RJR Nabisco , and asked his ad- vice . He confirmed my feeling that KKR was ready to move out of RJR Nabisco and that this phase of the ...
Página 15
... called back by the IBM Board of Directors in December 1992 to work with John Akers to stem the decline of the company . I told Burke during that February phone call that I wanted to go over the budget and plans for 1993 and 1994 with ...
... called back by the IBM Board of Directors in December 1992 to work with John Akers to stem the decline of the company . I told Burke during that February phone call that I wanted to go over the budget and plans for 1993 and 1994 with ...
Página 16
... called by his friends , was quite persuasive in arguing that my track record as a change agent ( his term ) was exactly what IBM needed and that he believed there was a reasonable chance that , with the right leadership , the company ...
... called by his friends , was quite persuasive in arguing that my track record as a change agent ( his term ) was exactly what IBM needed and that he believed there was a reasonable chance that , with the right leadership , the company ...
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