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.
作者简介：
Lou Gerstner, Jr., served as chairman and chief executive officer of IBM from April 1993 until 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?(谁说大象不能起舞)
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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. 作者简介 ：
Lou Gerstner, Jr., served as chairman and chief executive officer of IBM from April 1993 until 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. 目录 ：
Foreword
Introduction PART Ⅰ-GRABBING HOLD 1 The Courtship 2 The Announcement 3 Drinking from a Fire Hose 4 Out to the Field 5 Operation Bear Hug 6 Stop the Bleeding (and Hold the Vision) 7 Creating the Leadership Team 8 Creating a Global Enterprise 9 Reviving the Brand 10 Resetting the Corporate Compensation Philosophy 11 Back on the Beach PART Ⅱ-STRATEGY 12 A.Brief History oFIBM 13 Making the Big Bets 14 Services—the Key to Integration 15 Building the World's Already Biggest Software Business 16 Opening the Company Store 17 Unstacking the Stack and Focusing the Portfolio 18 The Emergence of e-business 19 Reflections on Strategy PART Ⅲ-CULTURE 20 On Corporate Culture 21 An Inside-Out World 22 Leading by Principles PART Ⅳ-LESSONS LEARNED 23 Focus—You Have to Know (and Love) Your Business 24 Execution—Strategy Goes Only So Far 25 Leadership Is Personal 26 Elephants Can Dance 27 IBM—a Farewell APPENDICES Appendix A—The Future of e-business Appendix B—Financial Overview Index |
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