who says elephants can t dance

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Wer Sagt Elefanten K Nnen Nicht Tanzen

Author : Louis V. Gerstner
ISBN : 342105696X
Genre :
File Size : 30. 97 MB
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Who Says Elephants Can T Dance

Author : Louis V. Gerstner
ISBN : 0786252553
Genre : Business & Economics
File Size : 66. 18 MB
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A New York Times BestsellerIn 1990, IBM had its most profitable year ever. By 1993, the company was on its way to extinction, a victim of its lumbering size, an insular corporate culture, and the PC era it had helped invent. Then Lou Gerstner was brought in. Now he offers a blow-by-blow account of IBM's competitive and cultural transformation -- the first-hand story of an extraordinary turnaround.

Who Says Elephants Can T Dance

Author : Louis V. Gerstner, Jr.
ISBN : 9780061756085
Genre : Business & Economics
File Size : 23. 50 MB
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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.

Who Says Elephants Can T Dance

Author :
ISBN : 0060543655
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File Size : 77. 78 MB
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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. Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to 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.

Der Real Life Mba

Author : Jack Welch
ISBN : 9783864148675
Genre : Business & Economics
File Size : 50. 16 MB
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Suzy und Jack Welch haben unzählige Unternehmen auf der ganzen Welt analysiert und festgestellt, dass sich die entscheidenden Herausforderungen des Unternehmensalltags meist nicht durch gelernte Theorien, sondern oft nur durch konkretes Handeln lösen lassen. Ihr neues Buch Der Real-Life MBA beschäftigt sich aus diesem Grund mit den häufigsten Fallstricken des Alltags und setzt dort an, wo Theorien, Konzepte und Ideologien aufhören. Der legendäre Unternehmenslenker und die anerkannte Redakteurin des Harvard Business Review zeigen in ihrem neuen Bestseller all das, was man so an der Business-School nicht lernt. In der Wirtschaft Erfolg zu haben, hängt letztlich immer davon ab, dass man in der Lage ist, die alltäglichen Probleme und Aufgaben zu bewältigen. Und wer könnte hier bessere Tipps für Beruf und Karriere geben als Jack und Suzy Welch?

Who Says Elephants Can T Dance

Author : Dvivedi? Ni?raja?
ISBN : 1526405768
Genre : Sexual harassment
File Size : 82. 8 MB
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Women Power Line 1090 was a facility set up by the government of Uttar Pradesh, the most populous state of India, for eradicating the menace of harassment of women in the state. The case briefly presents the genesis of the 1090 project and traces the journey of the project from an idea to the creation of an innovative and agile organization within the normally bureaucratic police force. The case concludes by presenting the challenges faced by the protagonist while analyzing the first seven months performance of his brainchild. The first challenge discussed is how he can extend 1090 to address more severe problems of eve-teasing, domestic violence and cyber crimes related to women. The second challenge he is thinking about is scaling up the operations without losing quality. The third challenge he is looking at is to find ways to create awareness and mobilization in the rural areas, which are home to 77 per cent of the states population.

Operation Red Sparrow

Author : Jason Matthews
ISBN : 9783641143671
Genre : Fiction
File Size : 80. 28 MB
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Die Thrillersensation aus den USA, verfasst von einem CIA-Insider. Der aufstrebende CIA-Agent Nathaniel Nash soll in Moskau einen hochrangigen Informanten der Gegenseite treffen. Als plötzlich Schergen des russischen Geheimdienstes auftauchen, gelingt es Nash, seine Quelle unerkannt in Sicherheit zu bringen. Doch mit der Aktion gefährdet er die gesamte Operation und wird selbst zur Zielscheibe. Denn um den Verräter in den eigenen Reihen zur Strecke zu bringen, setzt der russische Geheimdienst die junge Agentin Dominika Egorowa auf Nash an. Dominika ist ein „Red Sparrow“, ausgebildet zur verführerischen und tödlichen Falle. Ein gefährliches Doppelspiel zwischen den Fronten entbrennt ...

Direkt Von Dell

Author : Michael Dell
ISBN : 3492237681
Genre :
File Size : 39. 86 MB
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Die Schwarze Hand Des Todes

Author : Stephen Booth
ISBN : 3442456770
Genre :
File Size : 39. 31 MB
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Summary Who Says Elephants Can T Dance

Author : BusinessNews Publishing
ISBN : 9782511017036
Genre : Business & Economics
File Size : 21. 50 MB
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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!

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