Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change

Who Says Elephants Can t Dance Leading a Great Enterprise Through Dramatic Change In IBM had its most profitable year ever By the computer industry had changed so rapidly the company was on its way to losing billion and IBM was on a watch list for extinction victimiz

  • Title: Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change
  • Author: Louis V. Gerstner Jr.
  • ISBN:
  • Page: 173
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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.

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      Published :2019-06-16T20:44:40+00:00

    About “Louis V. Gerstner Jr.

    • Louis V. Gerstner Jr.

      Louis V. Gerstner Jr. Is a well-known author, some of his books are a fascination for readers like in the Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change book, this is one of the most wanted Louis V. Gerstner Jr. author readers around the world.

    265 thoughts on “Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change

    • Mr Gerstner describes how he succeeded bringing back IBM competitiveness and most importantly it's service culture. Ast read for all industry leaders.


    • Though written more than a decade ago, this is hands-down one of the best business books on the planet and is relevant to leaders of both large and small organizations.Here is how Lou Gerstner (LG) Saved IBM:1. Overarching strategy: At the time LG arrived, IBM was proprietary hardware- (mainframe) and software-led. However, an explosion of niche competitors were undercutting IBM’s pricing in its most profitable segments. The prior leadership and Board of Directors were planning to break the c [...]


    • I asked a friend for business book recommendations and this was one of them. Even though it doesn't go into painstaking detail, Lou Gerstner gives you a pretty good idea what the function and role of a CEO is.It gives you a broad overview of how he managed to change IBM's culture and strategy and the rationale for doing so. Some of the company restructuring he discusses are: changing and implementing strategy, image and brand revival, strengthening customer relationships, the buying and selling [...]


    • Gerstner's book about saving one of America's most important companies (IBM) from bankruptcy is interesting and a real page turner. IBM knew what was wrong after the PC became popular and mainframe computers lost much of their appeal, and had file drawers full of strategy documents on how to fix the situation, many of which would have worked, but IBM's top executives just could not change the company. Gerstner's insight was that IBM was its own worst enemy. Discovering what the single critica [...]


    • The book starts with IBM in state in 1993 and how it IBM emerged like a phoenix.The book is candid on the facts. It provides principles how one can improve work life, with practical examples. . My favorite quote in this book "there is an opportunity to learn in everything we do".Whatever mentioned is true, I see this now in lot of IT companies. Many of them perish after couple of years. This book provides, with example how to over come.If we read the book, we can same thing HP is trying to do, [...]


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