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
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... position of leadership . In many respects this is their book as much as it is mine . There were many such leaders , but clearly among the most important were Dennie Welsh and Sam Palmisano , who built our services company ; John ...
... position of leadership . In many respects this is their book as much as it is mine . There were many such leaders , but clearly among the most important were Dennie Welsh and Sam Palmisano , who built our services company ; John ...
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... position , and its strategic direction . When I reached my early thirties , it became clear to me that I didn't want to stay in consulting as a career . Although I enjoyed the intellectual challenge , the fast pace , and the interaction ...
... position , and its strategic direction . When I reached my early thirties , it became clear to me that I didn't want to stay in consulting as a career . Although I enjoyed the intellectual challenge , the fast pace , and the interaction ...
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... position at IBM might soon be open and he wanted me to consider taking the job . Needless to say , I was very surprised . While it was widely known and reported in the media that IBM was having se- rious problems , there had been no ...
... position at IBM might soon be open and he wanted me to consider taking the job . Needless to say , I was very surprised . While it was widely known and reported in the media that IBM was having se- rious problems , there had been no ...
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... Murphy that I really did not feel qualified for the position and that I did not want to proceed any fur- ther with the process . The discussion ended amicably and they went off , I presumed , to continue the wide sweep Grabbing Hold 11.
... Murphy that I really did not feel qualified for the position and that I did not want to proceed any fur- ther with the process . The discussion ended amicably and they went off , I presumed , to continue the wide sweep Grabbing Hold 11.
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... 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 mainframe revenue had ...
... 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 mainframe revenue had ...
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