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 partner at McKinsey. I was responsible for its finance practice and was a member of its senior leadership committee. I was the partner in charge of three major clients, two of which were financial services companies. The most ...
... senior partner at McKinsey. I was responsible for its finance practice and was a member of its senior leadership committee. I was the partner in charge of three major clients, two of which were financial services companies. The most ...
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 meetings ...
... 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 meetings ...
Página 20
... senior executives seeking the highest personal profile they could manage. I felt then, and I feel today, that while that kind of relentless publicity seeking generates a lot of coverage, and may even help the company in the short run ...
... senior executives seeking the highest personal profile they could manage. I felt then, and I feel today, that while that kind of relentless publicity seeking generates a lot of coverage, and may even help the company in the short run ...
Página 22
... senior members assembled. However, I viewed it as a critical 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 fact, in ...
... senior members assembled. However, I viewed it as a critical 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 fact, 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 scheduled ...
... 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 scheduled ...
Índice
| 9 | |
| 18 | |
| 29 | |
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 |
PART MICULTURE | 179 |
On Corporate Culture | 181 |
An InsideOut World | 189 |
Leading by Principles | 200 |
PART IVLESSONS LEARNED | 217 |
FocusYou Have to Know and Love | 219 |
ExecutionStrategy Goes Only So Far | 229 |
Leadership Is Personal | 235 |
Back on the Beach | 103 |
A Brief History of IBM | 113 |
Making the Big Bets | 121 |
Servicesthe Key to Integration | 128 |
Building the Worlds Already Biggest | 136 |
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 applications arrived asked believe benefits billion build called challenge clear commitment communications competitive competitors computing corporate create critical culture customers decided decision drive early effective employees enterprise entire executives fact focus global going happen hard hardware head IBM's IBMers important individual industry inside institutions integrated internal investment issue John kind knew later lead leaders leadership learned look mainframe major marketplace meeting months move needed networked never operating organization percent performance position powerful problems profit sell senior sense share simply strategy success talk things thought tion told understand units
Información bibliográfica
| Título | Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change |
| Autor | Louis V. Gerstner |
| Edición | ilustrada, reimpresa |
| Editor | Harper Collins, 2003 |
| ISBN | 0060523808, 9780060523800 |
| N.º de páginas | 304 páginas |
| Exportar cita | BiBTeX EndNote RefMan |