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 22
... John Akers had suggested this meeting earlier in the week , he had assumed it was going to be simply an opportunity for me to meet the senior members assembled . However , I viewed it as a crit- ical opportunity to introduce myself and ...
... John Akers had suggested this meeting earlier in the week , he had assumed it was going to be simply an opportunity for me to meet the senior members assembled . However , I viewed it as a crit- ical opportunity to introduce myself and ...
Página 27
... John Akers and I then met to talk about the company . John and I had served together on the New York Times Company Board of Directors for several years , saw each other frequently at CEO - level events , and had a solid personal ...
... John Akers and I then met to talk about the company . John and I had served together on the New York Times Company Board of Directors for several years , saw each other frequently at CEO - level events , and had a solid personal ...
Página 28
... John moved that day to an office in Stamford , Connecticut , and as far as I know , to his credit , he never looked back . I went home with a deepening sense of fear . Could I pull this off ? Who was going to help me ? Drinking from a ...
... John moved that day to an office in Stamford , Connecticut , and as far as I know , to his credit , he never looked back . I went home with a deepening sense of fear . Could I pull this off ? Who was going to help me ? Drinking from a ...
Página 31
... John Akers's chief technologist . Kuehler controlled all key technology decisions made in the company . Over lunch he was congenial and easygoing and offered his support . Consistent with my Akers discussion , it was clear that IBM had ...
... John Akers's chief technologist . Kuehler controlled all key technology decisions made in the company . Over lunch he was congenial and easygoing and offered his support . Consistent with my Akers discussion , it was clear that IBM 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