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 12
Página xi
... decisions ; and , finally , Tom Bouchard , who as head of Human Resources stood tall and took the heat as we transformed the IBM culture . There are many more . In fact , there are thousands of IBMers who answered the call , put their ...
... decisions ; and , finally , Tom Bouchard , who as head of Human Resources stood tall and took the heat as we transformed the IBM culture . There are many more . In fact , there are thousands of IBMers who answered the call , put their ...
Página 2
... 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 2 Introduction.
... 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 2 Introduction.
Página 3
... decisions and carries out the actions . " Like many other successful McKinsey partners , I had gotten a number of offers to join my clients over the years , but none of the pro- posals seemed attractive enough to make me want to leave ...
... decisions and carries out the actions . " Like many other successful McKinsey partners , I had gotten a number of offers to join my clients over the years , but none of the pro- posals seemed attractive enough to make me want to leave ...
Página 4
... decision . I was flabbergasted . Given that Amer- ican Express was at that time one of IBM's largest customers , I could not believe that a vendor had reacted with this degree of arrogance . I placed a call immediately to the office of ...
... decision . I was flabbergasted . Given that Amer- ican Express was at that time one of IBM's largest customers , I could not believe that a vendor had reacted with this degree of arrogance . I placed a call immediately to the office of ...
Página 13
... Decision The turning point in my thinking occurred over Presidents ' Day weekend in February 1993. I was at my house in Florida , where I love to walk the beach , clearing and settling my mind . It's very therapeutic for me . During an ...
... Decision The turning point in my thinking occurred over Presidents ' Day weekend in February 1993. I was at my house in Florida , where I love to walk the beach , clearing and settling my mind . It's very therapeutic for me . During an ...
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