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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... issues IBM had encountered during its very, very public near collapse in the early 1990s. Businesspeople outside the United States, confronted with the need to transform tradition-bound enterprises into tough and nimble players in a ...
... issues IBM had encountered during its very, very public near collapse in the early 1990s. Businesspeople outside the United States, confronted with the need to transform tradition-bound enterprises into tough and nimble players in a ...
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... issue for the company: He said that mainframe revenue had dropped from $13 billion in 1990 to a projection of less than $7 billion in 1 993, and if it did not level off in the next year or so, all would be lost. He also confirmed that ...
... issue for the company: He said that mainframe revenue had dropped from $13 billion in 1990 to a projection of less than $7 billion in 1 993, and if it did not level off in the next year or so, all would be lost. He also confirmed that ...
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... issue one last time. We met in a new house that headhunter Gerry Roche and his wife had just built in a community near my own. Roche only played the role of host. In his new living room, it was Burke, Murphy, and me alone. I remember ...
... issue one last time. We met in a new house that headhunter Gerry Roche and his wife had just built in a community near my own. Roche only played the role of host. In his new living room, it was Burke, Murphy, and me alone. I remember ...
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... issues, and the 1993-94 outlook. I also asked all attendees to describe for me their view of IBM in total: What short-term steps could we take to get aggressive on customer relationships, sales, and competitive attacks? What should we ...
... issues, and the 1993-94 outlook. I also asked all attendees to describe for me their view of IBM in total: What short-term steps could we take to get aggressive on customer relationships, sales, and competitive attacks? What should we ...
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... issues, John was preoccupied that day with IBM's microelectronics business. I learned that the company was deep into discussions with Motorola to form a joint venture and, in so doing, secure a partial exit from what John called the ...
... issues, John was preoccupied that day with IBM's microelectronics business. I learned that the company was deep into discussions with Motorola to form a joint venture and, in so doing, secure a partial exit from what John called the ...
Índice
| 9 | |
| 18 | |
| 29 | |
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 |
PART MICULTURE | 179 |
On Corporate Culture | 181 |
An InsideOut World | 189 |
Leading by Principles | 200 |
PART IVLESSONS LEARNED | 217 |
FocusYou Have to Know and Love | 219 |
ExecutionStrategy Goes Only So Far | 229 |
Leadership Is Personal | 235 |
Back on the Beach | 103 |
A Brief History of IBM | 113 |
Making the Big Bets | 121 |
Servicesthe Key to Integration | 128 |
Building the Worlds Already Biggest | 136 |
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 applications arrived asked believe benefits billion build called challenge clear commitment communications competitive competitors computing corporate create critical culture customers decided decision drive early effective employees enterprise entire executives fact focus global going happen hard hardware head IBM's IBMers important individual industry inside institutions integrated internal investment issue John kind knew later lead leaders leadership learned look mainframe major marketplace meeting months move needed networked never operating organization percent performance position powerful problems profit sell senior sense share simply strategy success talk things thought tion told understand units
Información bibliográfica
| Título | Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change |
| Autor | Louis V. Gerstner |
| Edición | ilustrada, reimpresa |
| Editor | Harper Collins, 2003 |
| ISBN | 0060523808, 9780060523800 |
| N.º de páginas | 304 páginas |
| Exportar cita | BiBTeX EndNote RefMan |