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 11
... leader and change agent . In fact , Burke's message was consistent throughout the whole process . At the time the search committee was established , he said , " The com- mittee members and I are totally open - minded about who the new ...
... leader and change agent . In fact , Burke's message was consistent throughout the whole process . At the time the search committee was established , he said , " The com- mittee members and I are totally open - minded about who the new ...
Página 16
... leadership , the company could be saved . He reiterated what I'd heard from Burke , and even Paul Rizzo . The ... leader would begin with driving the kind of strategic and cultural change that had character- ized a lot of what I'd done ...
... leadership , the company could be saved . He reiterated what I'd heard from Burke , and even Paul Rizzo . The ... leader would begin with driving the kind of strategic and cultural change that had character- ized a lot of what I'd done ...
Página 20
... leaders . ' All of the others list qualities which are inherent in Lou Gerstner . " I knew my life was changing forever when I walked to the podium and three dozen photographers surged forward , and I had to conduct an entire press ...
... leaders . ' All of the others list qualities which are inherent in Lou Gerstner . " I knew my life was changing forever when I walked to the podium and three dozen photographers surged forward , and I had to conduct an entire press ...
Página 21
... leaders . We then raced from Manhattan by helicopter some thirty miles north to the company's worldwide headquarters , in Armonk , New York . While I had been in some IBM facilities before as a customer , I had never been in the ...
... leaders . We then raced from Manhattan by helicopter some thirty miles north to the company's worldwide headquarters , in Armonk , New York . While I had been in some IBM facilities before as a customer , I had never been in the ...
Página 23
... leadership were saying that IBM should break itself up into smaller , independent units . I said , " Maybe that is the right thing to do , but maybe not . We certainly want decentralized , market - driven deci- sion making . But is ...
... leadership were saying that IBM should break itself up into smaller , independent units . I said , " Maybe that is the right thing to do , but maybe not . We certainly want decentralized , market - driven deci- sion making . But is ...
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