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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... customers , learning their needs , and figuring out how to satisfy them . " -Ira Sager , Business Week " A classic of corporate cultural anthropology that describes and dissects the tribal culture of American business . " -Washington ...
... customers , learning their needs , and figuring out how to satisfy them . " -Ira Sager , Business Week " A classic of corporate cultural anthropology that describes and dissects the tribal culture of American business . " -Washington ...
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... customers , business partners , and employees . Over the past two years , after people began speculating that my retirement might be just around the corner , I thought I'd get a lot of big - picture questions that outgoing CEOS get ...
... customers , business partners , and employees . Over the past two years , after people began speculating that my retirement might be just around the corner , I thought I'd get a lot of big - picture questions that outgoing CEOS get ...
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... customers , I could not believe that a vendor had reacted with this degree of arrogance . I placed a call immediately to the office of the chief executive of IBM to ask if he knew about and condoned this behavior . I was unable to reach ...
... customers , I could not believe that a vendor had reacted with this degree of arrogance . I placed a call immediately to the office of the chief executive of IBM to ask if he knew about and condoned this behavior . I was unable to reach ...
Página 17
... customers , but that it was also barreling toward a strat- egy of disaster ? I drove home that afternoon and told my family of my decision . As usual in my wonderful family , I got a mixed reaction . One of my children said , " Yes , go ...
... customers , but that it was also barreling toward a strat- egy of disaster ? I drove home that afternoon and told my family of my decision . As usual in my wonderful family , I got a mixed reaction . One of my children said , " Yes , go ...
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... customers to the event , and it was im- portant for me to attend . I also knew that Henry Kravis , one of KKR's senior partners , would be there , and I decided that I would discuss my decision with him then . My name had already ...
... customers to the event , and it was im- portant for me to attend . I also knew that Henry Kravis , one of KKR's senior partners , would be there , and I decided that I would discuss my decision with him then . My name had already ...
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