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 ...
... 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 ...
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... issue for the company : He said that mainframe revenue had dropped from $ 13 billion in 1990 to a projec- tion of less than $ 7 billion in 1993 , and if it did not level off in the next year or so , all would be lost . He also confirmed ...
... issue for the company : He said that mainframe revenue had dropped from $ 13 billion in 1990 to a projec- tion of less than $ 7 billion in 1993 , and if it did not level off in the next year or so , all would be lost . He also confirmed ...
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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 ...
... 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 ...
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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 cus- tomer relationships , sales , and competitive attacks ? What ...
... 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 cus- tomer relationships , sales , and competitive attacks ? What ...
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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 | |
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