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. |
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Página 3
... sense , the free - for - all of 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 ...
... sense , the free - for - all of 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 ...
Página 5
... sense of the relationship between management and owners . I had experienced this at McKinsey , which was a private company owned by its partners . The importance of managers being aligned with shareholders - not through risk - free ...
... sense of the relationship between management and owners . I had experienced this at McKinsey , which was a private company owned by its partners . The importance of managers being aligned with shareholders - not through risk - free ...
Página 6
... was clear to me that KKR was headed for the exit , so it made sense for me to do the same . This book , which starts on the next page , picks up my story from there . Grabbing Hold PART I The Courtship [ 1 ] n 6 Introduction.
... was clear to me that KKR was headed for the exit , so it made sense for me to do the same . This book , which starts on the next page , picks up my story from there . Grabbing Hold PART I The Courtship [ 1 ] n 6 Introduction.
Página 23
... sense of direction and momentum , not just from me but from all of us . I don't want to see a lot of prophets of doom around here . I want can - do people looking for short - term vic- tories and long - term excitement . " I told them ...
... sense of direction and momentum , not just from me but from all of us . I don't want to see a lot of prophets of doom around here . I want can - do people looking for short - term vic- tories and long - term excitement . " I told them ...
Página 28
... far as I know , to his credit , he never looked back . I went home with a deepening sense of fear . Could I pull this off ? Who was going to help me ? Drinking from a Fire Hose [ 3 ] O n 28 Who Says Elephants Can't Dance ?
... far as I know , to his credit , he never looked back . I went home with a deepening sense of fear . Could I pull this off ? Who was going to help me ? Drinking from a Fire Hose [ 3 ] O n 28 Who Says Elephants Can't Dance ?
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