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 2
... challenge , the fast pace , and the interaction with top- ranking senior people , I found myself increasingly frustrated playing the role of an advisor to the decision makers . I remember saying to myself , " I no longer want to be the ...
... challenge , the fast pace , and the interaction with top- ranking senior people , I found myself increasingly frustrated playing the role of an advisor to the decision makers . I remember saying to myself , " I no longer want to be the ...
Página 5
... challenges . While I understood well from my American Express days the ongoing demands of a consumer products company , I really spent most of my time at RJR Nabisco managing an extraordinarily complex and overburdened balance sheet ...
... challenges . While I understood well from my American Express days the ongoing demands of a consumer products company , I really spent most of my time at RJR Nabisco managing an extraordinarily complex and overburdened balance sheet ...
Página 9
... 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 . " The refer- ence to American Express was probably prompted by rumors that The Courtship.
... 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 . " The refer- ence to American Express was probably prompted by rumors that The Courtship.
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... challenge . The IBM proposition was daunting and almost frightening , but it was also intriguing . The same was true ... challenges can run out of cash very quickly . I told Burke that I wanted to meet with Paul Rizzo . Paul had been an ...
... challenge . The IBM proposition was daunting and almost frightening , but it was also intriguing . The same was true ... challenges can run out of cash very quickly . I told Burke that I wanted to meet with Paul Rizzo . Paul had been an ...
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... challenge for the next leader would begin with driving the kind of strategic and cultural change that had character- ized a lot of what I'd done at American Express and RJR . At the end of that long afternoon , I was 16 Who Says ...
... challenge for the next leader would begin with driving the kind of strategic and cultural change that had character- ized a lot of what I'd done at American Express and RJR . At the end of that long afternoon , I was 16 Who Says ...
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