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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... later I graduated with a degree in engineering sci- ence . I immediately went to Harvard Business School for two years . ( Back then one could leave undergraduate school and go directly to business school , a practice that has since ...
... later I graduated with a degree in engineering sci- ence . I immediately went to Harvard Business School for two years . ( Back then one could leave undergraduate school and go directly to business school , a practice that has since ...
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... later . ) I told Burke I wasn't returning to American Express . He told me that the top position at IBM might soon be open and he wanted me to consider taking the job . Needless to say , I was very surprised . While it was widely known ...
... later . ) I told Burke I wasn't returning to American Express . He told me that the top position at IBM might soon be open and he wanted me to consider taking the job . Needless to say , I was very surprised . While it was widely known ...
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... later that week , I told him that I would take a look at the IBM job . I told him I would need a lot more information , particularly about the company's short- and intermediate - term prospects . The dire predictions of the media and ...
... later that week , I told him that I would take a look at the IBM job . I told him I would need a lot more information , particularly about the company's short- and intermediate - term prospects . The dire predictions of the media and ...
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... later I was back in Florida for a brief vacation . Burke and Murphy insisted on a meeting to pursue the 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 ...
... later I was back in Florida for a brief vacation . Burke and Murphy insisted on a meeting to pursue the 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 ...
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... later . ) The next day , Monday , I returned from California for the begin- ning of a very eventful week . The IBM board was meeting a week later . It became obvious that the search committee had begun to shut down its operations ...
... later . ) The next day , Monday , I returned from California for the begin- ning of a very eventful week . The IBM board was meeting a week later . It became obvious that the search committee had begun to shut down its operations ...
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 |
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 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