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 2
... senior executives decades older than I was . Over the next nine years I advanced to the level of senior partner at McKinsey . I was responsible for its finance practice and was a mem- ber of its senior leadership committee . I was the ...
... senior executives decades older than I was . Over the next nine years I advanced to the level of senior partner at McKinsey . I was responsible for its finance practice and was a mem- ber of its senior leadership committee . I was the ...
Página 18
... senior partners , would be there , and I decided that I would discuss my decision with him then . My name had already surfaced in the media as a candidate for the IBM job , and I knew that KKR and the RJR board were nervous . In ...
... senior partners , would be there , and I decided that I would discuss my decision with him then . My name had already surfaced in the media as a candidate for the IBM job , and I knew that KKR and the RJR board were nervous . In ...
Página 20
... senior execu- tives seeking the highest personal profile they could manage . I felt then , and I feel today , that while that kind of relentless publicity seek- ing generates a lot of coverage , and may even help the company in the ...
... senior execu- tives seeking the highest personal profile they could manage . I felt then , and I feel today , that while that kind of relentless publicity seek- ing generates a lot of coverage , and may even help the company in the ...
Página 22
... senior members assembled . However , I viewed it as a crit- ical opportunity to introduce myself and , at least , set an initial agenda for my new colleagues . I worked hard in advance organizing what I wanted to say to the group . ( In ...
... senior members assembled . However , I viewed it as a crit- ical opportunity to introduce myself and , at least , set an initial agenda for my new colleagues . I worked hard in advance organizing what I wanted to say to the group . ( In ...
Página 29
... senior management team the previous week , Ned Lautenbach , who then headed all of sales outside the United States ( what IBM called " World Trade " ) , invited me to a meeting of all the country general managers that happened to be ...
... senior management team the previous week , Ned Lautenbach , who then headed all of sales outside the United States ( what IBM called " World Trade " ) , invited me to a meeting of all the country general managers that happened to be ...
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 |
Who Says Elephants Can't Dance?: How I Turned Around IBM Louis V. Gerstner No hay ninguna vista previa disponible - 2002 |
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