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 5
Página vii
... Creating the Leadership Team 73 8 Creating a Global Enterprise 83 9 Reviving the Brand 88 10 Resetting the Corporate Compensation Philosophy 93 11 Back on the Beach 103 PART II - STRATEGY 12 A Brief History of IBM 113 13 Making the Big ...
... Creating the Leadership Team 73 8 Creating a Global Enterprise 83 9 Reviving the Brand 88 10 Resetting the Corporate Compensation Philosophy 93 11 Back on the Beach 103 PART II - STRATEGY 12 A Brief History of IBM 113 13 Making the Big ...
Página ix
... create a book . Throughout my business life I have been wary of telling others how to manage their enterprises based on my personal experiences . And , frankly , I wasn't sure if anyone would be interested in reading my thoughts . I ...
... create a book . Throughout my business life I have been wary of telling others how to manage their enterprises based on my personal experiences . And , frankly , I wasn't sure if anyone would be interested in reading my thoughts . I ...
Página x
... created our Software Group ; Abby Kohnstamm , who took a cacophony of confused messages and melded them into one of the most powerful brand statements in the world ; Nick Donofrio , who was my translator from the world of high tech to ...
... created our Software Group ; Abby Kohnstamm , who took a cacophony of confused messages and melded them into one of the most powerful brand statements in the world ; Nick Donofrio , who was my translator from the world of high tech to ...
Página 23
... created our problems . I had no interest in that . " We have little time to spend on problem definition . We must focus our ef- forts on solutions and actions . " Regarding their own career prospects , I noted that the press was saying ...
... created our problems . I had no interest in that . " We have little time to spend on problem definition . We must focus our ef- forts on solutions and actions . " Regarding their own career prospects , I noted that the press was saying ...
Página 31
... creating and enforcing the domi- nant elements of IBM's culture . His primary interests were structure and process . In fact , after his departure , someone gave me one of the most remarkable documents I have ever seen . Roughly sixty ...
... creating and enforcing the domi- nant elements of IBM's culture . His primary interests were structure and process . In fact , after his departure , someone gave me one of the most remarkable documents I have ever seen . Roughly sixty ...
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 |
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 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