000			00579nam a2200169Ia 4500
999			_c15679 _d15679
008			110309s9999 xx 000 0 und d
020			_a9780007170876
020			_a0-00-717087-4
082			_a658
100			_aGerstner, Louis V. _927009
245			_aWho says elephants can't dance? : _bhow i turned around IBM
260			_bHarper Collins Business _aNew Delhi _c2003
300			_a372 P. _bPaper
505			_a pt. I. Grabbing hold : The courtship ; The announcement ; Drinking from a fire hose ; Out to the field ; Operation bear hug ; Stop the bleeding (and hold the vision) ; Creating the leadership team ; Creating a global enterprise ; Reviving the brand ; Resetting the corporate compensation philosophy ; Back on the beach -- pt. II. Strategy : A brief history of IBM ; Making the big bets ; Services: the key to integration ; Building the world's already biggest software business ; Opening the company store ; Unstacking the stack and focusing the portfolio ; The emergence of e-business ; Reflections on strategy -- pt. III. Culture : On corporate culture ; An inside-out world ; Leading by principles -- pt. IV. Lessons learned : Focus: you have to know (and love) your business ; Execution: strategy goes only so far ; Leadership is personal ; Elephants can dance -- pt. V. Observations : The industry ; The system ; The watchers ; Corporations and the community ; IBM: a farewell -- Appendices : A. Employee communications ; B. The future of e-business ; C. Financial overview.
520			_a 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? 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.
530			_a276
610			_aInternational Business Machines Corporation _xManagement. _zUnited State _927010
650			_aManagement _927011
650			_aComputer industry _927012
650			_aElectronic office machine industry _927013
942			_cBK _2ddc