Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change
| Author | : | |
| Rating | : | 4.81 (921 Votes) |
| Asin | : | 0060523808 |
| Format Type | : | paperback |
| Number of Pages | : | 304 Pages |
| Publish Date | : | 2016-09-28 |
| Language | : | English |
DESCRIPTION:
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.
A year-after-year Must Read Though written more than a decade ago, this is hands-down one of the best business books on the planet and is relevant to leaders of both large and small organizations.Here is how Lou Gerstner (LG) Saved IBM:1. Overarching strategy: At the time LG arrived, IBM was proprietary hardware- (mainframe) and software-led. However, an explosion of niche competitors were undercutting IBM’s pricing in its most profitable segments. The prior leadership and Board of Directors . "Introduction to CEO life" according to Peter Ding. I asked a friend for business book recommendations and this was one of them. Even though it doesn't go into painstaking detail, Lou Gerstner gives you a pretty good idea what the function and role of a CEO is.It gives you a broad overview of how he managed to change IBM's culture and strategy and the rationale for doing so. Some of the company restructuring he discusses are: changing and implementing strategy, image and brand revival, strengthening customer relationships. Superv¡ This book ilustrates in a direct and clear style, from inside, how the top global executives perform in the real life. It ilustrates how to play the real game in global business, changing the game rules, and leading a reingeneering process, which before this was an unclear concept. It shows how all the academic and theoretical tools learned in the top business schools are still valid and useful. I guess, this is one of the "must read" books for junior level executives wh
. On his arrival, "there was a kind of hothouse quality to the place. As a result, it had spawned some fairly exotic life-forms that were to be found nowhere else." One of Gerstner's first tasks was to redirect the company's attention to the outside world, where a marketplace was quickly changing and customers felt largely ignored. It was like an isolated tropical ecosystem that had been cut off from the world for too long. Upon his retirement this year, IBM was undeniably "a company that mattered." Gerstner's writing occasionally is myopic. 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 crit
Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. Prior to that, Mr. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School. 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 subsi