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 ix
... sessions with CEOS and heads of state — I was asked : " How did you save IBM ? " " What was it like when you got there ? " " What were the problems ? " " What specific things did you do to bring the company back to life ? Foreword.
... sessions with CEOS and heads of state — I was asked : " How did you save IBM ? " " What was it like when you got there ? " " What were the problems ? " " What specific things did you do to bring the company back to life ? Foreword.
Página 3
... problem solving in the absence of hierarchy that I had learned at McKinsey doesn't work so easily in a large , hierarchical - based organization . I well remember stumbling in my first months when I reached out to people whom I ...
... problem solving in the absence of hierarchy that I had learned at McKinsey doesn't work so easily in a large , hierarchical - based organization . I well remember stumbling in my first months when I reached out to people whom I ...
Página 10
... problems , there had been no public signs of an impending change in CEOS . I told Burke that , given my lack of technical back- ground , I couldn't conceive of running IBM . He said , " I'm glad you're not going back to American Express ...
... problems , there had been no public signs of an impending change in CEOS . I told Burke that , given my lack of technical back- ground , I couldn't conceive of running IBM . He said , " I'm glad you're not going back to American Express ...
Página 13
... problems . " Two questions still hang over the company , " its editors wrote . " In an industry driven by rapid technological change and swarming with smaller , nimbler firms , can a company of IBM's size , however organized , react ...
... problems . " Two questions still hang over the company , " its editors wrote . " In an industry driven by rapid technological change and swarming with smaller , nimbler firms , can a company of IBM's size , however organized , react ...
Página 14
... problems . Vernon got word to Jim Burke that I might be in play after all . I began to organize my questions and concerns for Burke and his committee . When Burke called later that week , I told him that I would take a look at the IBM ...
... problems . Vernon got word to Jim Burke that I might be in play after all . I began to organize my questions and concerns for Burke and his committee . When Burke called later that week , I told him that I would take a look at the IBM ...
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