Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change
Harper 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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In what was believed to be a first-of-its-kind transaction, the search committee hired two recruiting firms in order to get the services of the two leading recruiters — Tom Neff of Spencer Stuart Management Consultants N.V., ...
The point Murphy came back to again and again was that the challenge for the next leader would begin with driving the kind of strategic and cultural change that had characterized a lot of what I'd done at American Express and RJR.
I felt then, and I feel today, that while that kind of relentless publicity seeking generates a lot of coverage, and may even help the company in the short run, in the long run it damages corporate reputation and customer trust.
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On Corporate Culture
An InsideOut World
Leading by Principles
PART IVLESSONS LEARNED
FocusYou Have to Know and Love
ExecutionStrategy Goes Only So Far
Leadership Is Personal
Back on the Beach
A Brief History of IBM
Making the Big Bets
Servicesthe Key to Integration
Building the Worlds Already Biggest
Unstacking the Stack and Focusing the Portfolio
The Emergence of ebusiness
Reflections on Strategy
Elephants Can Dance
Appendix AThe Future of ebusiness
Appendix BFinancial Overview
Otras ediciones - Ver todo
Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround
Louis V. Gerstner
Vista previa restringida - 2002