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
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... early 1990s . Businesspeople outside the United States , confronted with the need to transform tradition - bound enterprises into tough and nimble players in a world economy , seemed particularly inter- ested in the subject . More ...
... early 1990s . Businesspeople outside the United States , confronted with the need to transform tradition - bound enterprises into tough and nimble players in a world economy , seemed particularly inter- ested in the subject . More ...
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... early thirties , it became clear to me that I didn't want to stay in consulting as a career . Although I enjoyed the intellectual challenge , the fast pace , and the interaction with top- ranking senior people , I found myself ...
... early thirties , it became clear to me that I didn't want to stay in consulting as a career . Although I enjoyed the intellectual challenge , the fast pace , and the interaction with top- ranking senior people , I found myself ...
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... Early on I discovered , to my dismay , that the open exchange of ideas — in a sense , the free - for - all of problem solving in the absence of hierarchy that I had learned at McKinsey doesn't work so easily in a large , hierarchical ...
... Early on I discovered , to my dismay , that the open exchange of ideas — in a sense , the free - for - all of problem solving in the absence of hierarchy that I had learned at McKinsey doesn't work so easily in a large , hierarchical ...
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... early expectations : “ If IBM is as bureaucratic as people say , let's eliminate bureaucracy fast . Let's decentralize decision making wherever possible , but this is not always the right approach ; we must balance decentralized deci ...
... early expectations : “ If IBM is as bureaucratic as people say , let's eliminate bureaucracy fast . Let's decentralize decision making wherever possible , but this is not always the right approach ; we must balance decentralized deci ...
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... early . “ Let me know the meetings you are scheduled to hold over the next few weeks and recommend whether I should at- tend or not . " I asked if there were any questions . There were none . I walked around and shook everyone's hand ...
... early . “ Let me know the meetings you are scheduled to hold over the next few weeks and recommend whether I should at- tend or not . " I asked if there were any questions . There were none . I walked around and shook everyone's hand ...
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