Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround

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9780060523794: Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround

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Gerstner, Louis V., Jr.
Editore: Collins (2002)
ISBN 10: 0060523794 ISBN 13: 9780060523794
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Descrizione libro Collins, 2002. Hardcover. Condizione libro: New. First Edition. Codice libro della libreria DADAX0060523794

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Gerstner, Louis V., Jr.
Editore: HarperBusiness (2002)
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Descrizione libro HarperBusiness, 2002. Condizione libro: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: "The best business book I've ever read.". Codice libro della libreria ABE_book_new_0060523794

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Gerstner, Louis V., Jr.
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Descrizione libro HarperBusiness. Hardcover. Condizione libro: New. 0060523794 FREE SHIPPING UPGRADE ON ALL ORDERS OVER 9.50 LOWER48US2-3Day, OVER 25.00CAN5-9DAY2014-08-26 12:48:45 PDT. Codice libro della libreria JL-2ODW-W8PB

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Descrizione libro Condizione libro: New. Depending on your location, this item may ship from the US or UK. Codice libro della libreria 97800605237940000000

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Gerstner, Louis V., Jr.
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Descrizione libro Harpercollins, 2002. HRD. Condizione libro: New. New Book. Shipped from US within 10 to 14 business days. Established seller since 2000. Codice libro della libreria VC-9780060523794

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Descrizione libro Harper Collins Publishers. Condizione libro: New. Brand New. Codice libro della libreria 0060523794

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Descrizione libro HARPER COLLINS, 2002. HRD. Condizione libro: New. New Book.Shipped from US within 10 to 14 business days. Established seller since 2000. Codice libro della libreria IB-9780060523794

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Gerstner, Louis V., Jr.
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Descrizione libro HarperBusiness, 2002. Hardcover. Condizione libro: New. book. Codice libro della libreria 0060523794

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Gerstner, Louis V., Jr.
Editore: HarperCollins Publishers Inc, United States (2003)
ISBN 10: 0060523794 ISBN 13: 9780060523794
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Descrizione libro HarperCollins Publishers Inc, United States, 2003. Hardback. Condizione libro: New. 228 x 158 mm. Language: English . Brand New Book. In 1990, IBM had its most profitable year ever. By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry s most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM s mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, The last thing IBM needs right now is a vision. Who Says Elephants Can t Dance? tells the story of IBM s competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company s own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can t Dance? sums up Lou Gerstner s historic business achievement. Taking readers deep into the world of IBM s CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone s expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey Co., Inc. He received a bachelor s degree in engineering from Dartmouth College and an MBA from Harvard Business School. Codice libro della libreria AAS9780060523794

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10.

Gerstner, Louis V., Jr.
Editore: HarperCollins Publishers Inc, United States (2003)
ISBN 10: 0060523794 ISBN 13: 9780060523794
Nuovi Rilegato Quantità: 1
Da
The Book Depository
(London, Regno Unito)
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Descrizione libro HarperCollins Publishers Inc, United States, 2003. Hardback. Condizione libro: New. 228 x 158 mm. Language: English . Brand New Book. In 1990, IBM had its most profitable year ever. By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry s most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM s mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, The last thing IBM needs right now is a vision. Who Says Elephants Can t Dance? tells the story of IBM s competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company s own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can t Dance? sums up Lou Gerstner s historic business achievement. Taking readers deep into the world of IBM s CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone s expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey Co., Inc. He received a bachelor s degree in engineering from Dartmouth College and an MBA from Harvard Business School. Codice libro della libreria AAS9780060523794

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