Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change
Harper 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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We had to sell $1 1 billion worth of assets in the first twelve months. We had debt that paid interest rates as high as 21 percent a year. We had lender and creditor committees galore and, of course, the cleanup from the profligate ...
Can't we do that and also sell individual products?" (In hindsight it was clear that, even before I started, I was skeptical about the strategy of atomizing the company.) I then talked about morale. "It is not helpful to feel sorry for ...
... credit to $4.7 billion and to raise $3 billion through the issuance of preferred stock and/or debt and securitization of United States trade receivables (selling, at a discount, "lOUs" from customers in order to get cash sooner).
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On Corporate Culture
An InsideOut World
Leading by Principles
PART IVLESSONS LEARNED
FocusYou Have to Know and Love
ExecutionStrategy Goes Only So Far
Leadership Is Personal
Back on the Beach
A Brief History of IBM
Making the Big Bets
Servicesthe Key to Integration
Building the Worlds Already Biggest
Unstacking the Stack and Focusing the Portfolio
The Emergence of ebusiness
Reflections on Strategy
Elephants Can Dance
Appendix AThe Future of ebusiness
Appendix BFinancial Overview
Otras ediciones - Ver todo
Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround
Louis V. Gerstner
Vista previa restringida - 2002