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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Página 11
... kind transaction , the search commit- tee hired two recruiting firms in order to get the services of the two leading recruiters - Tom Neff of Spencer Stuart Management Con- sultants N.V. , and Gerry Roche of Heidrick & Struggles Interna ...
... kind transaction , the search commit- tee hired two recruiting firms in order to get the services of the two leading recruiters - Tom Neff of Spencer Stuart Management Con- sultants N.V. , and Gerry Roche of Heidrick & Struggles Interna ...
Página 16
... would begin with driving the kind of strategic and cultural change that had character- ized a lot of what I'd done at American Express and RJR . At the end of that long afternoon , I was 16 Who Says Elephants Can't Dance ?
... would begin with driving the kind of strategic and cultural change that had character- ized a lot of what I'd done at American Express and RJR . At the end of that long afternoon , I was 16 Who Says Elephants Can't Dance ?
Página 20
... kind of relentless publicity seek- ing generates a lot of coverage , and may even help the company in the short run , in the long run it damages corporate reputation and cus- tomer trust . So I faced the cameras and lights that morning ...
... kind of relentless publicity seek- ing generates a lot of coverage , and may even help the company in the short run , in the long run it damages corporate reputation and cus- tomer trust . So I faced the cameras and lights that morning ...
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