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 17
... decision of my life . I said yes . In retrospect , it's almost hard for me to remember why . I suppose it was some of Jim Burke's patriotism and some of Tom Murphy's arguments playing to my gluttony for world - class challenges . At any ...
... decision of my life . I said yes . In retrospect , it's almost hard for me to remember why . I suppose it was some of Jim Burke's patriotism and some of Tom Murphy's arguments playing to my gluttony for world - class challenges . At any ...
Página 18
... decision . That weekend , March 20-21 , was the annual Nabisco Dinah Shore Golf Tournament . Nabisco invited all of its major customers to the event , and it was im- portant for me to attend . I also knew that Henry Kravis , one of ...
... decision . That weekend , March 20-21 , was the annual Nabisco Dinah Shore Golf Tournament . Nabisco invited all of its major customers to the event , and it was im- portant for me to attend . I also knew that Henry Kravis , one of ...
Página 19
... decision , but I was firm that there was no going back . While we never discussed it , what was implicit in that conversation was the knowledge we shared that both of us were working on our exits from RJR . I just happened to fin- ish ...
... decision , but I was firm that there was no going back . While we never discussed it , what was implicit in that conversation was the knowledge we shared that both of us were working on our exits from RJR . I just happened to fin- ish ...
Página 22
... decision making wherever possible , but this is not always the right approach ; we must balance decentralized deci- sion making with central strategy and common customer focus . If we have too many people , let's right - size fast ...
... decision making wherever possible , but this is not always the right approach ; we must balance decentralized deci- sion making with central strategy and common customer focus . If we have too many people , let's right - size fast ...
Página 24
... decision making . Let's have lots of candid , straightforward com- munications . I don't completely understand the technology . I'll need to learn it , but don't expect me to master it . The unit leaders must be the translators into ...
... decision making . Let's have lots of candid , straightforward com- munications . I don't completely understand the technology . I'll need to learn it , but don't expect me to master it . The unit leaders must be the translators into ...
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