6 edition of Who Says Elephants Can"t Dance? found in the catalog.
December 16, 2003 by Collins .
Written in English
|The Physical Object|
|Number of Pages||292|
All of it certainly fueled my skepticism and, I believe, that of many of the other candidates. The media drumbeat intensified in the following weeks. They tend to pick those happiest customers. Dennie strongly believed that cloud computing was the future.
That means that we understand both business and digital inside out and from end to end. He suggested breaking up the company into individual, autonomous units. When Gerstner took over the company, Big Blue was in a mess and most experts were waiting for its failure. The PC business was also not profitable in the long run.
InIBM had its most profitable year ever. Research shows that in the long run, acquisitions usually leads to losses. He wanted to change their economic model, reengineer the way business was conducted and sell underproductive assets. I told Burke that, given my lack of technical background, I couldn't conceive of running ibm.
The top step
Method for assessing personality development for follow-up evaluations of the preschool child
Homeless families in Virginia
Animals of the soul
Clinical guidelines in old age psychiatry
Faires to the rescue
Drafting bankruptcy reorganization plans
Climatic factors and diseases in plants and animals
The freedom of faith
The economic analysis of public policy
As it turns out, he supplied all that and vision, too. The health benefits were cut back as IBM was running short of cash. Too many acronyms were used.
It is more of survival of the fattest rather than fittest. Famous CEOs were now sitting on the board as a director. For example, he makes much of his own openness to input from all levels of the company, only to mock an earnest and overlong employee e-mail reprinted in its entirety that was critical of his performance.
He would soon have to reveal his plans on how to save the company. To be truly integrated, shift the power. IBM was a great company until the early s. He created a corporate executive committee which would help solve problems. We just launched the Agile Elephant.
By the time the commission gave in its report, IBM was heading towards bankruptcy. There was practically no culture of teamwork, leadership etc. Respect for the individual. For instance, it may be offer decent advice in some areas but be repetitive or unremarkable in others.
People thought that any new change would bring a downfall to the company, given how good the old ways were working. Jim made an emphatic, even passionate pitch that the board was not looking for a technologist, but rather a broad-based leader and change agent.
During his time, he imposed a lot of strict rules that employees needed to follow. Advertising was very decentralized with over 70 advertising agency. Do not send mixed signals. Their competitors would thrive. Some of the company restructuring he discusses are: changing and implementing strategy, image and brand revival.
He wanted to shake employees by realizing that they needed to think and work together, not just follow instructions.Dec 16, · In the surprisingly candid Who Says Elephants Can’t Dance?
Louis V. Gerstner, Jr. escorts students through one of the greatest turnarounds in history as he recounts how he brought IBM back from the brink of corporate insolvency to lead the computer business once again, just like in its earlier halcyon days of the s and s.
Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change - Kindle edition by Louis V. Gerstner Jr. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic sylvaindez.com by: 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. Who Says Elephants Can’t Dance?
Leading a Great Enterprise Through Dramatic Change Louis V. Gerstner, Jr. This book is dedicated to the thousands of IBMers who never gave up on their company, their colleagues, and themselves.4/5(32).
Sep 22, · The Great Mental Models: General Thinking Concepts is the first book in The Great Mental Models series designed to upgrade your thinking with the best, most useful and powerful tools so you always have the right one on hand.
This volume details nine of the most versatile all-purpose mental models you can use right away to improve your decision making, your productivity, and how clearly Brand: Harperaudio. 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 /5(8).