Who says elephants can't dance?: how i turned around ibm is the story of a turnaround of ibm, after it was close to shutting down in 1993. Close to its extinction, louis gerstner, the author of the book, was brought in. When people inside and outside the organization kept making assumptions of what would be the role of lou, he revived the entire firm with a new way of working. This book tells the story about the strong decisions he took and the strategies he followed to get ibm at the top-list again. Lou brought a realistic strategy to forget about the literary vision statements ibm was started with, as a quick healing policy was the need of the hour facing corporate fall. Ibm underwent transformation in its competitive strategy as well as overall culture after lou took on the management. He refreshed the leadership team and gave them a purpose. The book has content that serves as a rich material for case-study and leadership principles. He has shared his journey with a message to the readers about what he feels is important to achieve success. There have been facts in the history telling stories of companies that faced fall and extinction but ibm had been among the very few listed ones that managed to stand as market leaders all over again. This book is a motivational and narrative text by lou telling about what ibm was when he joined and how he took each step towards recreating it. Harpercollins published who says elephants can't dance?: how i turned around ibm in 2008 in paperback.
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.
很早就听说了郭士纳的这本书《谁说大象不能跳舞》,虽然我对IBM这段起死回生的经历很感兴趣,然而一直没有买回来看,家里堆积着没来得及看的好书太多了,使我近期在压抑着自己买书的速度。 前些天和一位朋友吃饭时,郑重向我推荐此书,回家后便在大洋书城下了订单。...
评分郭士纳那本《谁说大象不能跳舞》很早就听说过,也一直想看,这回终于实现这个愿望了,看完之后感觉确实不错,实践经验丰富的人写书有一大优点就在于真实,并且见解也很有说服力。郭士纳入主IBM时面临的走下坡路的巨型公司,也就是“大象”,人们都不敢设想它还会起死回生,...
评分为了验证某上市公司高管说的“MOT【关键时刻】的培训非常重要,郭士纳到IBM就干了这么一件事”。于是我阅读了买了快10年都没看的这本“畅销书”(我始终有对畅销书不屑的怪癖,这次又遭到了惩罚)。这本郭士纳的自传,压根没有提到MOT。倒不能说MOT不好,只是再次验证了一个伟...
评分2005年5月1日,中国电脑大腕联想集团正式对外宣布完成收购IBM全球PC业务。这是皆大欢喜的一幕:新联想一跃成为全球第三大PC制造商,而IBM终于在他们的前任董事长郭士纳指引的IT服务转型的道路上义无反顾地轻装前进。 提到IBM,让人想到著名的thinkpad,深蓝的气质,四海...
评分一、郭士纳阐述了他著名的管理哲学8个要点: 1 .我按照原则而不是流程程序管理。 2 .市场决定我们的一切行为。 3 .我是一个深深地相信质量、强有力的竞争战略与规划、团队合作、绩效工资制和商业道德责任的人。 4 .我渴求那些能够解决问题和帮助同小解决问题的人,我会开除...
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