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
Resultados 1-5 de 15
Página vii
... Leadership Team 73 8 Creating a Global Enterprise 83 9 Reviving the Brand 88 10 Resetting the Corporate Compensation Philosophy 93 11 Back on the Beach 103 PART II - STRATEGY 12 A Brief History of IBM 113 13 Making the Big Bets 121 14 ...
... Leadership Team 73 8 Creating a Global Enterprise 83 9 Reviving the Brand 88 10 Resetting the Corporate Compensation Philosophy 93 11 Back on the Beach 103 PART II - STRATEGY 12 A Brief History of IBM 113 13 Making the Big Bets 121 14 ...
Página viii
... Leadership Is Personal 235 26 Elephants Can Dance 242 27 IBM - a Farewell 253 APPENDICES Appendix A ― The Future of e - business 261 Appendix B - Financial Overview 277 Index 286 Foreword have never said to myself , " Gee , viii Contents.
... Leadership Is Personal 235 26 Elephants Can Dance 242 27 IBM - a Farewell 253 APPENDICES Appendix A ― The Future of e - business 261 Appendix B - Financial Overview 277 Index 286 Foreword have never said to myself , " Gee , viii Contents.
Página x
... leadership . In many respects this is their book as much as it is mine . There were many such leaders , but clearly among the most important were Dennie Welsh and Sam Palmisano , who built our services company ; John Thompson , who ...
... leadership . In many respects this is their book as much as it is mine . There were many such leaders , but clearly among the most important were Dennie Welsh and Sam Palmisano , who built our services company ; John Thompson , who ...
Página 2
... leadership committee . I was the partner in charge of three major clients , two of which were financial services companies . The most important thing I learned at McKinsey was the de- tailed process of understanding the underpinnings of ...
... leadership committee . I was the partner in charge of three major clients , two of which were financial services companies . The most important thing I learned at McKinsey was the de- tailed process of understanding the underpinnings of ...
Página 9
... leader- ship at Johnson & Johnson , as well as at Partnership for a Drug - Free America . His handling of the Tylenol poisoning crisis years earlier had made him a business legend . I had no idea why he wanted to see me so urgently ...
... leader- ship at Johnson & Johnson , as well as at Partnership for a Drug - Free America . His handling of the Tylenol poisoning crisis years earlier had made him a business legend . I had no idea why he wanted to see me so urgently ...
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