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 13
... mainframe sales , from which it has always made most of its money ? " The answer to both questions may be no . " And , said the usually sober Economist , " IBM's humiliation is al- ready being viewed by some as a defeat for America ...
... mainframe sales , from which it has always made most of its money ? " The answer to both questions may be no . " And , said the usually sober Economist , " IBM's humiliation is al- ready being viewed by some as a defeat for America ...
Página 15
... mainframe revenue had dropped from $ 13 billion in 1990 to a projec- tion of less than $ 7 billion in 1993 , and if it did not level off in the next year or so , all would be lost . He also confirmed that the reports in the press about ...
... mainframe revenue had dropped from $ 13 billion in 1990 to a projec- tion of less than $ 7 billion in 1993 , and if it did not level off in the next year or so , all would be lost . He also confirmed that the reports in the press about ...
Página 25
... ( mainframes ) down their throats to ease our short - term financial pressures . Finish right - sizing by the beginning of the third quarter . Develop an intermediate - term business strategy . Finally , I laid out an assignment for the ...
... ( mainframes ) down their throats to ease our short - term financial pressures . Finish right - sizing by the beginning of the third quarter . Develop an intermediate - term business strategy . Finally , I laid out an assignment for the ...
Página 26
... mainframe prices had declined 58 per- cent over the same period . The projection was for a loss of 50 cents a share for the quarter ending the next day . The cash situation was de- teriorating fast . A major item of business was to 26 ...
... mainframe prices had declined 58 per- cent over the same period . The projection was for a loss of 50 cents a share for the quarter ending the next day . The cash situation was de- teriorating fast . A major item of business was to 26 ...
Página 27
... mainframe business , and midrange products . As I look back at my notes , it is clear he understood most , if not all , of the business issues we tackled over the ensuing years . What's striking from my notes is the absence of any ...
... mainframe business , and midrange products . As I look back at my notes , it is clear he understood most , if not all , of the business issues we tackled over the ensuing years . What's striking from my notes is the absence of any ...
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