Who Says Elephants Can T Dance

Who Says Elephants Can t Dance PDF
Author: Louis V. Gerstner
Publisher:
ISBN: 9780786252558
Size: 35.53 MB
Format: PDF, Docs
Category : Business & Economics
Languages : en
Pages : 527
View: 784

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The chairman and former CEO of IBM recounts his years at Big Blue, detailing how, under his leadership, IBM was transformed from a company on the verge of collapse into one of today's most preeminent global corporations.

Who Says Elephants Can T Dance

Who Says Elephants Can t Dance PDF
Author: Louis V. Gerstiner
Publisher:
ISBN: 9780007302956
Size: 61.77 MB
Format: PDF, ePub, Docs
Category :
Languages : en
Pages : 400
View: 5853

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Heading into IBM, I would have bet large sums of money that these frenetic early months would be the hardest work of my professional career. I would have bet wrong. What happened through the second half of the 1990s would determine whether IBM was merely going to be one more pleasant, safe, comfortable - but fairly innocuous - participant in the information technology industry, or whether we were once again going to be a company that mattered.

Who Says Elephants Can T Dance

Who Says Elephants Can t Dance  PDF
Author: Louis V. Gerstner
Publisher: HarperCollins UK
ISBN: 0007170874
Size: 37.62 MB
Format: PDF, ePub
Category : Change
Languages : en
Pages : 372
View: 987

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CEO Louis V. Gerstner Jr.'s memoir about the extraordinary turnaround of IBM and his transformation of the company into the industry leader of the computer age - the great American business story of our time. When Louis V. Gerstner became CEO of IBM in 1993, shares had slumped and the company was on the verge of collapse. Hired for his successful management of RJR Nabisco and American Express, Gerstner had no background in technology, but during his seven-year chairmanship, he transformed the company into the leading force of the computer age. In his frank, direct voice, Gerstner recalls the obstacles he faced: the plans to fragment the company, the inconsistent global policies, the stodgy white-shirt hierarchy and inter-departmental competitiveness and the rapidly declining sales. Within months of joining IBM, Gerstner presented his bold and controversial business strategy. Punitive towards office politics, he revolutionised the company from within, altering an entire corporate culture, divesting billions of dollars in unneeded assets and transforming IBM from a fractured, process-driven business into a nimble, customer-driven enterprise able to respond quickly to the volatile technology market and face down Microsoft and Intel in the internet era. Revealing his tactics step by step, Gerstner spins an engaging narrative that takes the reader behind the curtain into the unbelievable mess he inherited and into the office and mind of a CEO facing the challenge of a lifetime.

Summary Who Says Elephants Can T Dance

Summary  Who Says Elephants Can t Dance  PDF
Author: BusinessNews Publishing
Publisher: Primento
ISBN: 2511017032
Size: 30.16 MB
Format: PDF, Kindle
Category : Business & Economics
Languages : en
Pages : 15
View: 7126

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The must-read summary of Louis Gerstner's book: "Who Says Elephants Can't Dance?: Inside IBM’s Historic Turnaround". This complete summary of the ideas from Louis Gerstner's book "Who Says Elephants Can't Dance?" shares Gerstner's experiences in taking charge of IBM and turning the company around to regain its position as an industry leader. This book contains all of the challenges and obstacles faced by the company and how Gerstner overcame them. By learning about his step-by-step tactics, you can apply his solutions and take your business to the next level. Added-value of this summary: • Save time • Understand the key concepts • Expand your business knowledge To learn more, read "Who Says Elephants Can't Dance?' and find out how you can overcome obstacles and put your business back on top!

Who Says Elephants Can T Dance

Who Says Elephants Can t Dance  PDF
Author: Louis V. Gerstner, Jr.
Publisher: Zondervan
ISBN: 0061756083
Size: 71.50 MB
Format: PDF, ePub, Docs
Category : Business & Economics
Languages : en
Pages : 304
View: 282

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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.

Neustart Im Kopf

Neustart im Kopf PDF
Author: Norman Doidge
Publisher: Campus Verlag
ISBN: 3593422611
Size: 25.24 MB
Format: PDF
Category : Science
Languages : de
Pages : 382
View: 315

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Unser Gehirn ist nicht – wie lange angenommen – eine unveränderliche Hardware. Es kann sich vielmehr auf verblüffende Weise umgestalten und sogar selbst reparieren. Norman Doidge verbindet faszinierende Einblicke in die neueste Forschung mit aufsehenerregenden Beispielen aus der Praxis: etwa eine Frau, deren eine Hirnhälfte die Funktionen eines ganzen Gehirns übernahm. Oder der Mann, dessen Gehirn nach einem Schlaganfall die Hirnströme in gesunde Hirnregionen »umleitet« und seinem gelähmten Arm die Bewegungsfähigkeit zurückgibt. All dies ermöglicht unser Gehirn, das stärker und anpassungsfähiger ist, als wir je dachten.

Was Sie An Der Harvard Business School Nicht Lernen

Was Sie an der Harvard Business School nicht lernen PDF
Author: Mark McCormack
Publisher: Redline Wirtschaft
ISBN: 396267117X
Size: 48.30 MB
Format: PDF, Kindle
Category : Business & Economics
Languages : de
Pages : 272
View: 4211

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Die Absolventen der Business Schools führen viele der weltweit größten Unternehmen, Banken und Länder. Der Master of Business Administration, kurz MBA, gilt nach wie vor als Eintrittskarte in diese Welt der exorbitanten Einstiegsgehälter. Doch entgegen vieler Erwartungen ist die raue Unternehmenspraxis dann oft eine andere, als die kuschelige Welt der Business Schools. Viele Situationen im Geschäftsleben passen einfach nicht in die theoretischen Schubladen der Betriebswirte – und erwischen die Absolventen im Alltag kalt. McCormack verrät in seinem Klassiker Was Sie an der Harvard Business School nicht lernen, was einen in der Welt der Top-Etagen wirklich erwartet und füllt mit seinem Know-How die Lücke zwischen Business-School-Ausbildung und praktischen Führungserfahrungen. Sein Bestseller vermittelt seit Jahrzehnten alles Wissenswerte über Strategien der Unternehmensführung, Verhandlungsführung und Verkauf – aber in der Praxis.

Bye Bye Little Red Schoolhouse

Bye Bye  Little Red Schoolhouse PDF
Author: Justin A. Collins
Publisher: Rowman & Littlefield
ISBN: 1610487524
Size: 57.86 MB
Format: PDF, Kindle
Category : Education
Languages : en
Pages : 166
View: 4490

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This book presents a timely discussion for educational leaders, policymakers, and the interested public of how students engage subject matter.

Rapid Transformation

Rapid Transformation PDF
Author: Behnam N. Tabrizi
Publisher: Harvard Business Press
ISBN: 1422118894
Size: 24.62 MB
Format: PDF
Category : Business & Economics
Languages : en
Pages : 328
View: 7438

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Profound organizational transformation takes years and, in most cases is unsuccessful, right? Not according to change expert Behnam Tabrizi. In Rapid Transformation: A 90-Day Plan for Fast and Effective Change , Tabrizi shows you how to accomplish successful transformational change in your firm in just 90 days. Based on ten years of research into more than 500 leading companies including 3M, IBM, GE, Nissan, Apple, Bay Networks, Verisign, HP and Best Buy--this book demystifies fast, effective change and lays out a clear roadmap for achieving it. Tabrizi's 90-day transformational model comprises three main phases, each lasting 30 days. The model enables you to analyze your company's specific challenge, develop a new course of action, and carry out the plan. Moreover, you apply the model in parallel with the normal workings of your organization--so you don't have to put your company on hold for the sake of the change effort. With its detailed recipe and insightful stories from actual corporate reinventions, this book defies long-held assumptions about change and provides a practical and immediately actionable guide.

Real Leadership

Real Leadership PDF
Author: Dean WIlliams
Publisher: Berrett-Koehler Publishers
ISBN: 9781605096186
Size: 41.77 MB
Format: PDF, Kindle
Category : Business & Economics
Languages : en
Pages : 296
View: 3165

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Too many organizations today play follow the leader: the commander articulates a “vision” and people uncritically go along with it. But this type of leadership—what Dean Williams calls "counterfeit leadership"—generates an unhealthy dependence on an authority figure and relies on dominance, control, and group seduction to get things done. By hampering people's ability to anticipate and react to changing circumstances, it creates a self-limiting cycle. And if the leader's vision is flawed, the entire organization suffers. The true task of a leader, Williams argues, is to get people to face the reality of any situation themselves and develop strategies to deal with problems or take advantage of opportunities. Real leaders don't dictate; they help people face their challenges and make adjustments in their values, habits, practices, and priorities to ensure the enterprise is given its best chance to succeed. Williams details how to apply this new approach to the challenges every organization or community faces. Throughout, he demonstrates the practical application of real leadership in the real world through examples from his own experiences working with organizations as diverse as the government of Singapore, Aetna Life and Casualty, and the nomadic Penan tribe in Borneo, as well as historical examples and the insights gleaned from his many interviews with presidents, prime ministers, and business leaders. At a time when so many “visionary” leaders have led their organizations to disaster, Real Leadership offers a needed, proven alternative.