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
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Página 13
... operating leverage to produce the projected returns . Second , the operating returns from the tobacco business were under pressure as a result of a price war started by Philip Morris soon after the RJR Nabisco buy out . Philip Morris ...
... operating leverage to produce the projected returns . Second , the operating returns from the tobacco business were under pressure as a result of a price war started by Philip Morris soon after the RJR Nabisco buy out . Philip Morris ...
Página 15
... operating units was true . I thanked Paul for his honesty and insight and promised to treat the material with total confiden- tiality . When he left the room , I was convinced that , on the basis of those documents , the odds were no ...
... operating units was true . I thanked Paul for his honesty and insight and promised to treat the material with total confiden- tiality . When he left the room , I was convinced that , on the basis of those documents , the odds were no ...
Página 17
... operating under the assumption provided by the management of IBM that a strategy of breaking up the company into independent units was the right one to pursue . What would they have said if they real- ized that not only was the company ...
... operating under the assumption provided by the management of IBM that a strategy of breaking up the company into independent units was the right one to pursue . What would they have said if they real- ized that not only was the company ...
Página 19
... operations - because , one by one , the other rumored candi- dates for the IBM job started to announce or to leak to the media that they were not interested in the job . On Wednesday The Wall Street Journal reported that I was the only ...
... operations - because , one by one , the other rumored candi- dates for the IBM job started to announce or to leak to the media that they were not interested in the job . On Wednesday The Wall Street Journal reported that I was the only ...
Página 21
... operations around the world , underscoring that the power base of the company was the country leaders . We then raced from Manhattan by helicopter some thirty miles north to the company's worldwide headquarters , in Armonk , New York ...
... operations around the world , underscoring that the power base of the company was the country leaders . We then raced from Manhattan by helicopter some thirty miles north to the company's worldwide headquarters , in Armonk , New York ...
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