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 1
... percent sure they would , either ) . However , in the spirit of trying to provide some contextual background for my views , what follows is a brief historical perspective . I was born on March 1 , 1942 , in Mineola , New York - the ...
... percent sure they would , either ) . However , in the spirit of trying to provide some contextual background for my views , what follows is a brief historical perspective . I was born on March 1 , 1942 , in Mineola , New York - the ...
Página 3
... percent over a decade ; expanded the number of cards issued from 8 million to nearly 31 million , and built whole new businesses around the Corporate Card , merchandise sales , and credit card processing industries . I also learned a ...
... percent over a decade ; expanded the number of cards issued from 8 million to nearly 31 million , and built whole new businesses around the Corporate Card , merchandise sales , and credit card processing industries . I also learned a ...
Página 4
... percent IBM equipped . He said that his IBM representative had arrived that morning and told him that IBM was withdrawing all support for his massive data processing center as a result of the Amdahl decision . I was flabbergasted ...
... percent IBM equipped . He said that his IBM representative had arrived that morning and told him that IBM was withdrawing all support for his massive data processing center as a result of the Amdahl decision . I was flabbergasted ...
Página 5
... percent a year . We had lender and creditor committees galore and , of course , the cleanup from the profligate spending of the prior management . ( For example , when I arrived we had thirty - two profes- sional athletes on our payroll ...
... percent a year . We had lender and creditor committees galore and , of course , the cleanup from the profligate spending of the prior management . ( For example , when I arrived we had thirty - two profes- sional athletes on our payroll ...
Página 27
... percent of his ap- praisals . What struck me was why he could be so critical but still keep some of these executives in place . He had two favorites . One turned out to be one of my own . The other I let go before a year had passed ...
... percent of his ap- praisals . What struck me was why he could be so critical but still keep some of these executives in place . He had two favorites . One turned out to be one of my own . The other I let go before a year had passed ...
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