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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... LEARNED 23 Focus - You Have to Know ( and Love ) 219 Your Business 24 Execution Strategy Goes Only So Far 229 25 Leadership Is Personal 235 26 Elephants Can Dance 242 27 IBM - a Farewell 253 APPENDICES Appendix A ― The Future of e ...
... LEARNED 23 Focus - You Have to Know ( and Love ) 219 Your Business 24 Execution Strategy Goes Only So Far 229 25 Leadership Is Personal 235 26 Elephants Can Dance 242 27 IBM - a Farewell 253 APPENDICES Appendix A ― The Future of e ...
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... learned from my tenure at IBM . ( I was also invited to appear in a TV commercial with golf pros Jack Nicklaus and Gary Player . ) You might say that I concluded , a little reluctantly , that the easiest way for me to fulfill all this ...
... learned from my tenure at IBM . ( I was also invited to appear in a TV commercial with golf pros Jack Nicklaus and Gary Player . ) You might say that I concluded , a little reluctantly , that the easiest way for me to fulfill all this ...
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... learned at McKinsey was the de- tailed process of understanding the underpinnings of a company . McKinsey was obsessive about deep analysis of a company's market- place , its competitive position , and its strategic direction . When I ...
... learned at McKinsey was the de- tailed process of understanding the underpinnings of a company . McKinsey was obsessive about deep analysis of a company's market- place , its competitive position , and its strategic direction . When I ...
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... learned a great deal . Early on I discovered , to my dismay , that the open exchange of ideas — in a sense , the free - for - all of problem solving in the absence of hierarchy that I had learned at McKinsey doesn't work so easily in a ...
... learned a great deal . Early on I discovered , to my dismay , that the open exchange of ideas — in a sense , the free - for - all of problem solving in the absence of hierarchy that I had learned at McKinsey doesn't work so easily in a ...
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... learned a hard lesson at RJR Nabisco : A company fac- ing too many challenges can run out of cash very quickly . I told Burke that I wanted to meet with Paul Rizzo . Paul had been an executive at IBM in the 1980s . I had met him on ...
... learned a hard lesson at RJR Nabisco : A company fac- ing too many challenges can run out of cash very quickly . I told Burke that I wanted to meet with Paul Rizzo . Paul had been an executive at IBM in the 1980s . I had met him on ...
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