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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... talking to customers , learning their needs , and figuring out how to satisfy them . " -Ira Sager , Business Week " A classic of corporate cultural anthropology that describes and dissects the tribal culture of American business ...
... talking to customers , learning their needs , and figuring out how to satisfy them . " -Ira Sager , Business Week " A classic of corporate cultural anthropology that describes and dissects the tribal culture of American business ...
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... talking in our previous meetings , spoke up more frequently this time . Murph , as he is called by his friends , was quite persuasive in arguing that my track record as a change agent ( his term ) was exactly what IBM needed and that he ...
... talking in our previous meetings , spoke up more frequently this time . Murph , as he is called by his friends , was quite persuasive in arguing that my track record as a change agent ( his term ) was exactly what IBM needed and that he ...
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... talk me out of my decision , but I was firm that there was no going back . While we never discussed it , what was implicit in that conversation was the knowledge we shared that both of us were working on our exits from RJR . I just ...
... talk me out of my decision , but I was firm that there was no going back . While we never discussed it , what was implicit in that conversation was the knowledge we shared that both of us were working on our exits from RJR . I just ...
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... talk to the press about our problems , and help me es- tablish a travel schedule that would take me to customers and employees very early . “ Let me know the meetings you are scheduled to hold over the next few weeks and recommend ...
... talk to the press about our problems , and help me es- tablish a travel schedule that would take me to customers and employees very early . “ Let me know the meetings you are scheduled to hold over the next few weeks and recommend ...
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... talk about the company . John and I had served together on the New York Times Company Board of Directors for several years , saw each other frequently at CEO - level events , and had a solid personal relationship prior to his departure ...
... talk about the company . John and I had served together on the New York Times Company Board of Directors for several years , saw each other frequently at CEO - level events , and had a solid personal relationship prior to his departure ...
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