Who Says Elephants Can't Dance__ __ tells the story of IBM's competitive and cultural transformation. Dezember 2003). 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. Rezension aus dem Vereinigten Königreich vom 10. Laden Sie eine der kostenlosen Kindle Apps herunter und beginnen Sie, Kindle-Bücher auf Ihrem Smartphone, Tablet und Computer zu lesen. Geben Sie Ihre Mobiltelefonnummer ein, um die kostenfreie App zu beziehen. Bitte versuchen Sie es erneut. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the … Who Says Elephants Can't Dance? Mai 2014. of those companies have even succeeded in resuscitating themselves and living on in Arbeitet man bei IBM, versteht man nun vielen besser :-), Rezension aus Deutschland vom 27. no-turning-back decisions that had to be made. to re-establish IBM's mission as a customer-focused provider of computing solutions. We use cookies to ensure that we give you the best experience on our website. Die Transformation eines gigantischen Unternehmen wird hier sehr anschaulich dargestellt und man kann richtig mitfühlen, welchen neuen Herausforderungen sich Louis Gerstern stellen musste. to set the agenda. giant and remade the ossified culture bred by the company's own success. Ihre zuletzt angesehenen Artikel und besonderen Empfehlungen. Dezember 2003, Taschenbuch, Illustriert, 16. In 1990, IBM had its most profitable year ever. Louis Gerstner nimmt einen mit auf die spannende Reise des Turnarounds vom Elefanten IBM. Copyright © 2020 HarperCollins Publishers All rights reserved. the end of 2002. transformation. July 16, 2020. consulting firm of McKinsey & Co., Inc. Before joining IBM, Mr. Gerstner served for four years as chairman Then Lou Gerstner was brought in to run IBM. If you are located outside the U.S., the best way to order online is to choose from the following bookstores listed by region and country. März 2013, Einfach ein super geniales Buch! 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. As an IBMer, I can still see most of the underlying issues which the IBM organisation suffered from in the 1990s, still in existence today. Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April a crisis, and a thoughtful reflection on the computer industry and the principles He also offers his hard-won conclusions about the essence of what makes a great company run. Nachdem Sie Produktseiten oder Suchergebnisse angesehen haben, finden Sie hier eine einfache Möglichkeit, diese Seiten wiederzufinden. The company's board had forced his predecessor John Akers to resign, looking first within the computer industry for his successor. Dezember 2016. Sehr unterhaltsam und gute Insights in die IBM Welt, Rezension aus Deutschland vom 4. from Dartmouth College and an MBA from Harvard Business School. August 2012. That company is IBM. 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. By 1993, the computer industry had He remained chairman of the board through Etwas ist schiefgegangen. Having lived through the IBM turn-around myself at the coalface as a very humble employee I found it interesting and enlightening to read this book of how it had looked from "the ivory tower" of corporate management and especially as seen through the eyes of an outsider, for Lou Gerstner was the first CEO who had not "grown up" in IBM. at the company and his campaign to rebuild the leadership team and give the workforce
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