Who Said Elephants Can T Dance Pdf

Louis V. Gerstner, Jr., 1995

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. Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change Gerstner Louis V Jr. Language: english. File: PDF, 1.29 MB. Who Says Elephants Can’t Dance Most leaders know the importance of culture but have little first-hand experience with how to develop a healthy, trusting, high-performance culture Culture evolves over time It is formed, most simply said, by “how we do things here ” Culture can and should be overtly addressed by the leadership of an.

Who Said Elephants Can T Dance Pdf I Love

Louis V. Gerstner, Jr.KBE (born March 1, 1942) was chairman of the board of IBM from April 1993 until his retirement in December 2002.

Quotes[edit]

Who Said Elephants Can T Dance Pdf
  • People do what you inspect, not what you expect.
    • Who Says Elephants Can’t Dance? (2002)
  • Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success — along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
    • Who Says Elephants Can’t Dance? (2002)

External links[edit]

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Book review -- Who Says Elephants Can't Dance?

In , IBM had its most profitable year ever. 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? 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.
File Name: who says elephants can t dance book pdf.zip
Published 08.05.2019

'Who Says Elephants Can't Dance' - business book review

A view into one 90s era CEOs mind with an interesting take on changing organizational culture and what it really takes. I have a weakness for organizational biographies.

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

Said

Who Says Elephants cannot Dance? Offering a different case examine drawn from many years of expertise at a few of America's best businesses - McKinsey, American show, Rjr Nabisco - Gerstner's insights into administration and management are appropriate to any company, at any point. Show description. What Would Drucker Do Now? From Resource Allocation to Strategy. Joseph L. Bower and Clark G.

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I should have read it a long time ago; it is easily the best book by a former CEO that I've ever read. Lou Gerstner was brought in to lead IBM in the early s as it was losing money hand over fist. The company had become bloated following decades of success with its mainframe computer. But now, a slew of component makers as opposed to the fully integrated sytems from IBM were disrupting the mainframe with cheaper albeit less reliable alternatives. Not only did Gerstner have to stop the bleeding mainframe sales were down big as desktop sales were taking off ASAP, but he also had to change the company's long-term strategy so that it was no longer reliant on a product destined for decline. There were a lot of reasons I enjoyed this book.

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