Corporate turnarounds United States Case studies.
Industria de la computación Estados Unidos Historia.
Informatique Industrie États-Unis Histoire.
Who says elephants can't dance? : how I turned around IBM
Kim demiş filler dansedemez : IBM'in tarihi dönüşü
谁说大象不能跳舞? = Who says elephants can't dance?
誰說大象不能跳舞? IBM董亊长郭士纳自传 = Who says elephants can't dance?
谁说大象不能跳舞? : IBM董亊长郭士纳自传 = Who says elephants can't dance?
让曾经"一只脚已踏进坟墓"的IBM成为IT业伟大公司的管理传奇
Biography
History
Who says elephants can't dance? : inside IBM's historic turnaround
Who says elephants can't dance? inside IBM's historic turnaround
谁说大象不能跳舞？ = Who Says Elephants Can't Dance? : IBM董事长郭士纳自传
Shui shuo da xiang bu neng tiao wu : IBM dong shi zhang Guoshina zi zhuan = Who says elephants can't dance?
Shuei shuo da xiang bu huei tiao wu : Gesina qin zuan IBM cheng gong guan jian
Wer sagt, Elefanten können nicht tanzen? : der Wiederaufstieg von IBM
Shui shuo da xiang bu neng tiao wu? : IBM dong shi zhang Guo Shina zi zhuan = Who says elephants can't dance?
Who says elephants can't dance : how i turned around IBM ; [inside IBM's historic turnaround]
Who says elephants can't dance? : Inside IBMś historic turnaround
Who says elephants can't dance? leading a great enterprise through dramatic change
Wer sagt, Elefanten können nicht tanzen?
Who says elephants can't dance? : leading a great enterprise through dramatic change
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. 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.
Shei shuo da xiang bu neng tiao wu? = Who Says Elephants Can't Dance. : IBMdong shi chang guo shi na zi chuan
Shui shuo da xiang bu neng tiao wu? IBM dong shi zhang Guoshina zi zhuan = Who says elephants can't dance?
Who says elephants can't dance ? : inside IBM's historic turnaround
誰說大象不會跳舞 : 葛斯納親撰IBM成功關鍵
Shui shuo da xiang bu neng tiao wu ? : Zhen cang ban
This is CEO Louis V. Gerstner's memoir about the turnaround of IBM and his transformation of the company into the industry leader of the computer age. He recalls the obstacles he faced, such as white-shirt hierarchy and rapidly declining sales, and reveals his tactics step by step.
Ge si na qin zhuanIBM cheng gong guan jian
誰說大象不會跳舞? : 葛斯納親撰IBM成功關鍵
谁说大象不能跳舞 : IBM董事长郭士纳自传 = Who says elephants can't dance?
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.
Who says elephants can't dance : inside IBM's historic turnaround
Rang ceng jing "yi zhi jiao yi ta jin fen mu" de IBM cheng wei IT ye wei da gong si de guan li zhuan qi
Shui shuo da xiang bu neng tiao wu ? : IBM Dong shi chang guo shi na zi zhuan
Electronic books
Shei shuo da xiang bu hui tiao wu : ge si na qin zhuanIBM cheng gong guan jian
Shui shuo da xiang bu neng tiao wu? = Who says elephants can't dance?
Shei shuo da xiang bu hui tiao wu? : ge si na qin zhuanIBM cheng gong guan jian
Who says elephants can't dance?
Who says elephants can't dance? inside IBM's historic turnaround : [Summary]
谁说大象不能跳舞? : IBM董事长郭士纳自传
Case studies
Area de reparación y vuelta al servicio Estados Unidos Estudio de casos.
International Business Machines Corporation Management.
Informatique Industrie et commerce États-Unis Histoire.
Entreprises Cas, Études de Redressement États-Unis.
Guo ji shang ye ji qi gong si ; (International BusinessMachines Corporation)
國際商業機器公司 ; (International BusinessMachines Corporation)
Chief executive officers Biography United States.
Corporate turnarounds Case studies United States.
Guo ji shang ye ji qi gong si(International Business Machine Corporation)
國際商業機器公司(International Business Machine Corporation)
Corporate turnarouds United States Case studies.
Entreprises Réorganisation Cas, Études de.
Machines de bureau Industrie Histoire États-Unis.
Electronic office machines industry United States History.
Computer industry United States History.
International Business Machines Corporation.
Machines de bureau Industrie États-Unis Histoire.
Electronic office machine industry History United States.
Chief executive officers United States Biography.
Informatique Industrie Histoire États-Unis.
Máquinas electrónicas de oficina Industria Estados Unidos Historia.
Electronic office machine industry History.
Computer industry History United States.
Entreprises Redressement États-Unis Cas, Études de.
Matériel bureautique Industrie et commerce États-Unis Histoire.
Guo ji shang ye ji qi gong si ; (International Business Machines Corporation)
國際商業機器公司 ; (International Business Machines Corporation)
Indústria informàtica Estats Units d'Amèrica Història.
International Busnines Machines History.
Communication dans les organisations États-Unis.