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 12
... moved deeper into the swamps when the mammals took over the forests , but one day it ran out of swamps . " Their book concluded that " the question for the present is whether IBM can survive . From our analysis thus far , it is clear ...
... moved deeper into the swamps when the mammals took over the forests , but one day it ran out of swamps . " Their book concluded that " the question for the present is whether IBM can survive . From our analysis thus far , it is clear ...
Página 14
... move out of RJR Nabisco and that this phase of the company's tumultuous life was coming to an end . Also , it was clear that Jim Burke had already talked with Vernon , because Vernon knew I was on the IBM list . His advice was , as ...
... move out of RJR Nabisco and that this phase of the company's tumultuous life was coming to an end . Also , it was clear that Jim Burke had already talked with Vernon , because Vernon knew I was on the IBM list . His advice was , as ...
Página 15
... moved quickly , and on February 24 , at the Park Hyatt hotel in Washington , D.C. , where I was attending a meeting of The Busi- ness Council , I broke away for an hour and a half to meet secretly with Paul in my hotel room . He had ...
... moved quickly , and on February 24 , at the Park Hyatt hotel in Washington , D.C. , where I was attending a meeting of The Busi- ness Council , I broke away for an hour and a half to meet secretly with Paul in my hotel room . He had ...
Página 20
... move was scrutinized by the out- side world . I was taking on a daunting challenge , and I'd be doing it in a fishbowl . I am by nature a private person and , to be frank , I don't enjoy dealing with the press . On top of that , I ...
... move was scrutinized by the out- side world . I was taking on a daunting challenge , and I'd be doing it in a fishbowl . I am by nature a private person and , to be frank , I don't enjoy dealing with the press . On top of that , I ...
Página 24
... Move fast . If we make mistakes , let them be because we are too fast rather than too slow . Hierarchy means very little to me . Let's put together in meetings the people who can help solve a problem , regardless of position . Reduce ...
... Move fast . If we make mistakes , let them be because we are too fast rather than too slow . Hierarchy means very little to me . Let's put together in meetings the people who can help solve a problem , regardless of position . Reduce ...
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