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
Resultados 1-5 de 12
Página vii
... STRATEGY 12 A Brief History of IBM 113 13 Making the Big Bets 121 14 Services - the Key to Integration 128 15 Building the World's Already Biggest 136 Software Business 16 Opening the Company Store 146 17 Unstacking the Stack and ...
... STRATEGY 12 A Brief History of IBM 113 13 Making the Big Bets 121 14 Services - the Key to Integration 128 15 Building the World's Already Biggest 136 Software Business 16 Opening the Company Store 146 17 Unstacking the Stack and ...
Página viii
... Strategy 176 PART III - CULTURE 20 On Corporate Culture 21 An Inside - Out World 22 Leading by Principles 181 189 200 PART IV - LESSONS LEARNED 23 Focus - You Have to Know ( and Love ) 219 Your Business 24 Execution Strategy Goes Only ...
... Strategy 176 PART III - CULTURE 20 On Corporate Culture 21 An Inside - Out World 22 Leading by Principles 181 189 200 PART IV - LESSONS LEARNED 23 Focus - You Have to Know ( and Love ) 219 Your Business 24 Execution Strategy Goes Only ...
Página 14
... strategy . As I walked the beach that February , I decided I should be doing the same thing . And so , as much as anything else , the view that I would not be at RJR Nabisco too much longer was what got me thinking more about the IBM ...
... strategy . As I walked the beach that February , I decided I should be doing the same thing . And so , as much as anything else , the view that I would not be at RJR Nabisco too much longer was what got me thinking more about the IBM ...
Página 15
... strategy of breaking up the company into independent operating units was true . I thanked Paul for his honesty and insight and promised to treat the material with total confiden- tiality . When he left the room , I was convinced that ...
... strategy of breaking up the company into independent operating units was true . I thanked Paul for his honesty and insight and promised to treat the material with total confiden- tiality . When he left the room , I was convinced that ...
Página 16
... strategies . Yet , the com- pany was frozen in place . What it needed was someone to grab hold of it and shake it ... strategic and cultural change that had character- ized a lot of what I'd done at American Express and RJR . At ...
... strategies . Yet , the com- pany was frozen in place . What it needed was someone to grab hold of it and shake it ... strategic and cultural change that had character- ized a lot of what I'd done at American Express and RJR . At ...
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