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 4
... told him that IBM was withdrawing all support for his massive data processing center as a result of the Amdahl decision . I was flabbergasted . Given that Amer- ican Express was at that time one of IBM's largest customers , I could not ...
... told him that IBM was withdrawing all support for his massive data processing center as a result of the Amdahl decision . I was flabbergasted . Given that Amer- ican Express was at that time one of IBM's largest customers , I could not ...
Página 10
... told the three directors politely that I had no interest in returning to American Ex- press . I had loved my tenure there , but I was not going back to fix mis- takes I had fought so hard to avoid . ( Robinson left two months later . ) I ...
... told the three directors politely that I had no interest in returning to American Ex- press . I had loved my tenure there , but I was not going back to fix mis- takes I had fought so hard to avoid . ( Robinson left two months later . ) I ...
Página 11
... told one reporter that IBM should hire " someone lousy . " ) In what was believed to be a first - of - its - kind transaction , the search commit- tee hired two recruiting firms in order to get the services of the two leading recruiters ...
... told one reporter that IBM should hire " someone lousy . " ) In what was believed to be a first - of - its - kind transaction , the search commit- tee hired two recruiting firms in order to get the services of the two leading recruiters ...
Página 14
... told him that I would take a look at the IBM job . I told him I would need a lot more information , particularly about the company's short- and intermediate - term prospects . The dire predictions of the media and the pundits had me ...
... told him that I would take a look at the IBM job . I told him I would need a lot more information , particularly about the company's short- and intermediate - term prospects . The dire predictions of the media and the pundits had me ...
Página 15
... told Burke during that February phone call that I wanted to go over the budget and plans for 1993 and 1994 with Rizzo . Jim moved quickly , and on February 24 , at the Park Hyatt hotel in Washington , D.C. , where I was attending a ...
... told Burke during that February phone call that I wanted to go over the budget and plans for 1993 and 1994 with Rizzo . Jim moved quickly , and on February 24 , at the Park Hyatt hotel in Washington , D.C. , where I was attending a ...
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