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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... important were Dennie Welsh and Sam Palmisano , who built our services company ; John Thompson , who created our Software Group ; Abby Kohnstamm , who took a cacophony of confused messages and melded them into one of the most powerful ...
... important were Dennie Welsh and Sam Palmisano , who built our services company ; John Thompson , who created our Software Group ; Abby Kohnstamm , who took a cacophony of confused messages and melded them into one of the most powerful ...
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... important thing I learned at McKinsey was the de- tailed process of understanding the underpinnings of a company . McKinsey was obsessive about deep analysis of a company's market- place , its competitive position , and its strategic ...
... important thing I learned at McKinsey was the de- tailed process of understanding the underpinnings of a company . McKinsey was obsessive about deep analysis of a company's market- place , its competitive position , and its strategic ...
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... importance of cash in corporate performance- " free cash flow " as the single most important measure of corporate soundness and performance . I also came away with a greater sense of the relationship between management and owners . I ...
... importance of cash in corporate performance- " free cash flow " as the single most important measure of corporate soundness and performance . I also came away with a greater sense of the relationship between management and owners . I ...
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... important is the person must be a proven , effective leader - one who is skilled at generating and managing change . " Once again , I told Burke and Murphy that I really did not feel qualified for the position and that I did not want to ...
... important is the person must be a proven , effective leader - one who is skilled at generating and managing change . " Once again , I told Burke and Murphy that I really did not feel qualified for the position and that I did not want to ...
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... important , its cash position was getting scary . We went over each product line . A lot of the information was difficult to evaluate . However , Paul clearly un- derscored the make - or - break issue for the company : He said that ...
... important , its cash position was getting scary . We went over each product line . A lot of the information was difficult to evaluate . However , Paul clearly un- derscored the make - or - break issue for the company : He said that ...
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