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
Resultados 6-10 de 11
Página xi
... Corporation or any other IBMer . I did have a great deal of help from some longtime IBM col- leagues . They include Jon Iwata , Mark Harris , and Mike Wing , who made substantial contributions . Michele Andrle managed production of ...
... Corporation or any other IBMer . I did have a great deal of help from some longtime IBM col- leagues . They include Jon Iwata , Mark Harris , and Mike Wing , who made substantial contributions . Michele Andrle managed production of ...
Página 3
... Corporate Card , merchandise sales , and credit card processing industries . I also learned a great deal . Early on I discovered , to my dismay , that the open exchange of ideas — in a sense , the free - for - all of problem solving in ...
... Corporate Card , merchandise sales , and credit card processing industries . I also learned a great deal . Early on I discovered , to my dismay , that the open exchange of ideas — in a sense , the free - for - all of problem solving in ...
Página 5
... 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 had experienced this at ...
... 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 had experienced this at ...
Página 12
... corporations and institutions for a few thousand dollars per copy . Among others , it frightened a num- ber of commercial banks that were lenders to IBM . Paul Carroll , IBM's beat reporter at The Wall Street Journal , pub- lished a ...
... corporations and institutions for a few thousand dollars per copy . Among others , it frightened a num- ber of commercial banks that were lenders to IBM . Paul Carroll , IBM's beat reporter at The Wall Street Journal , pub- lished a ...
Página 20
... corporate reputation and cus- tomer trust . So I faced the cameras and lights that morning with mixed emo- tions . I was as full of adrenaline as I had ever been in my life . At the same time , I knew this was the big show and there was ...
... corporate reputation and cus- tomer trust . So I faced the cameras and lights that morning with mixed emo- tions . I was as full of adrenaline as I had ever been in my life . At the same time , I knew this was the big show and there was ...
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