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 5
Página 1
... needed no approbation or reinforce- ment from broader audiences . My mother was enormously disciplined , hard - working , and ambitious for all her children . She drove us toward excellence , accomplishment , and success . Education was ...
... needed no approbation or reinforce- ment from broader audiences . My mother was enormously disciplined , hard - working , and ambitious for all her children . She drove us toward excellence , accomplishment , and success . Education was ...
Página 16
... needed and that he believed there was a reasonable chance that , with the right leadership , the company could be saved . He reiterated what I'd heard from Burke , and even Paul Rizzo . The company didn't lack for smart , talented ...
... needed and that he believed there was a reasonable chance that , with the right leadership , the company could be saved . He reiterated what I'd heard from Burke , and even Paul Rizzo . The company didn't lack for smart , talented ...
Página 22
... needed to be done and , from what I could tell , neither did the board . I said that for each of them ( and for me ! ) there would be no special protection for past successes . But I clearly needed their help . I then dealt with what I ...
... needed to be done and , from what I could tell , neither did the board . I said that for each of them ( and for me ! ) there would be no special protection for past successes . But I clearly needed their help . I then dealt with what I ...
Página 25
... leadership principles , what needed to be done and what we did was nearly all there in that forty - five- minute meeting four days before I started my IBM career . The Official Election On Tuesday of the following week , Grabbing Hold 25.
... leadership principles , what needed to be done and what we did was nearly all there in that forty - five- minute meeting four days before I started my IBM career . The Official Election On Tuesday of the following week , Grabbing Hold 25.
Página 27
... needed to be downsized . He was quite concerned about IBM's software business , 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 ...
... needed to be downsized . He was quite concerned about IBM's software business , 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 ...
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