Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change
Harper 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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The most important thing I learned at McKinsey was the detailed process of understanding the underpinnings of a company. McKinsey was obsessive about deep analysis of a company's marketplace, its competitive position, and its strategic ...
Reduce committees and meetings to a minimum. No committee decision making. Let's have lots of candid, straightforward communications. • I don't completely understand the technology. I'll need to learn it, but don't expect me to master ...
The tasks were varied, but from what I could understand, AAs had primarily administrative duties and even, at times, secretarial chores. For the most part, AAs organized things, took notes, watched, and, hopefully, learned.
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On Corporate Culture
An InsideOut World
Leading by Principles
PART IVLESSONS LEARNED
FocusYou Have to Know and Love
ExecutionStrategy Goes Only So Far
Leadership Is Personal
Back on the Beach
A Brief History of IBM
Making the Big Bets
Servicesthe Key to Integration
Building the Worlds Already Biggest
Unstacking the Stack and Focusing the Portfolio
The Emergence of ebusiness
Reflections on Strategy
Elephants Can Dance
Appendix AThe Future of ebusiness
Appendix BFinancial Overview
Otras ediciones - Ver todo
Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround
Louis V. Gerstner
Vista previa restringida - 2002