who says elephants can't dance amazon

Told in Lou Gerstner's own words, this is a story of an extraordinary turn-around, a case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership. For this time I again read it in English version and was really fascinated again by this great story about turnaround of huge corporation. Change ). Amazon IN; Online Stores ... Louis Gerstner's Who Says Elephants Can't Dance made me realise how hard it is to be a father of a multinational company trying to learn how to stand up and walk again after stumbling down from it's own weight - that a CEO's job is more than what his CV can compile. Symtext’s core product and service is “Liquid Textbooks” – in use at UCLA, San Diego State University, and by publishers like Oxford University Press Canada. Execution – getting the task done, making it happen – is the most unappreciated skill of an effective business leader. Biography, Patrick Mazzariol                Vice President of Sales at Kaydon Environmental Services Group, Kai Peters                         He was a virtual recluse when it came to interviews and public appearances–he doesn’t try to hide his disdain for the media–so his words offer a rare opportunity to hear his point of view.“, Modern World: “I was captivated by one of my favorite professors’ courses, in which he told us to ‘learn to tell a story that sticks’. 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? But in this industry, at this time, it’s often better to be fast than insightful. Upon his retirement this year, IBM was undeniably "a company that mattered." STUDY ABROAD / INTERNATIONAL EXPERIENCE : ITALY, Milan, BOOK REVIEW: “Who Says Elephants Can’t Dance?” by Louis V. Gerstner, Jr. (2003), BOOK REVIEW: “Making Strategy Work: Leading Effective Execution and Change” by Lawrence G. Hrebiniak (2005) | GlobalEd, “Don’t get smart person’s disease.” says Anne Mulcahy, former CEO of Xerox | GlobalEd, BOOK REVIEW: “Strategy Rules: Five Timeless Lessons from Bill Gates, Andy Grove, and Steve Jobs” by David B. Yoffie & Michael A. Cusumano (2015) | GlobalEd, Harvard Business School and a short history of the Case Study Method, BOOK REVIEW : "This Time is Different: Eight Centuries of Financial Folly" by Carmen M. Reinhart & Kenneth S. Rogoff (2011), BOOK REVIEW: "HBR's 10 Must Reads on Strategy" by Harvard Business Review (2011), BOOK REVIEW: "Situated Learning: Legitimate Peripheral Participation" by Jean Lave & Etienne Wenger (1991), BOOK REVIEW "Competitive Strategy" by Michael Porter (1998), BOOK REVIEW: "The Halo Effect" by Phil Rosenzweig (2009), BOOK REVIEW: "The Southwest Airlines Way" by Jody Hoffer Gittell, BOOK REVIEW: "Onward: How Starbucks Fought for Its Life without Losing Its Soul" by Howard Schultz & Joanne Gordon (2012), BOOK REVIEW: "Trading Up: Why Consumers Want New Luxury Goods--and How Companies Create Them" by Michael Silverstein & Neil Fiske (2008), BOOK REVIEW: "Like a Virgin Secrets They Won't Teach You at Business School" by Sir Richard Branson (2012), 0.4 seconds. Which points to the fact that many of the issues which Lou confronted are re-growing, not defeated and it is an ongoing fight to stop the destructive forces. This is great book which I read long ago , but bought again as it teachers a lot on changing cultures & elephants of the corporate world which everyone thought impossible, 商品詳細ページを閲覧すると、ここに履歴が表示されます。チェックした商品詳細ページに簡単に戻る事が出来ます。, © 1996-2020, Amazon.com, Inc. or its affiliates, Business & Investing Computers & Technology. Senior Teaching Fellow, Durham University Business School. Elephants can dance. A must read for any business student. When we discovered that we had a $7 billion expense problem!”. It’s not a direct challenge, but an extension of the existing model through the addition of services, skills and capital that are otherwise unavailable to the client university.”, Higher Education Management: “Ian Barker is the Founder of Symtext, a Toronto-based start-up. --このテキストは、kindle_edition版に関連付けられています。. On his arrival he found a chaotic system in which parts of the company were issuing their own sales figures to the press, his emails were being blocked by divisional heads and a system so rigid that enabled an employee to be fired from one department so that he could be hired by another. Punitive towards office politics, he revolutionised the company from within, altering an entire corporate culture, divesting billions of dollars in unneeded assets and transforming IBM from a fractured, process-driven business into a nimble, customer-driven enterprise able to respond quickly to the volatile technology market and face down Microsoft and Intel in the internet era. It was like an isolated tropical ecosystem that had been cut off from the world for too long. It can’t always have been much fun in the executive committee meetings. tells the story of IBM's competitive and cultural transformation. I was gleeful when I heard that Compaq aimed to surpass IBM in revenue by 1996. The generic principles and insights cited were useful for any Global 500 company however. This is great book which I read long ago , but bought again as it teachers a lot on changing cultures & elephants of the corporate world which everyone thought impossible, 商品詳細ページを閲覧すると、ここに履歴が表示されます。チェックした商品詳細ページに簡単に戻る事が出来ます。, © 1996-2020, Amazon.com, Inc. or its affiliates. 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.". CEO, Ashridge Business School. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School. Edward Herrmann, a Tony Award® winner and nominee, has starred on both Broadway and the West End, and appeared in well over forty motion pictures; he is perhaps best known for his portrayal of FDR in Eleanor and Franklin, as well as for his role on The Gilmore Girls. To be truly integrated, shift the power. Biography, Tom Enders                          Get on Amazon. : Leading a Great Enterprise Through Dramatic Change (English Edition), このショッピング機能は、Enterキーを押すと商品を読み込み続けます。このカルーセルから移動するには、見出しのショートカットキーを使用して、次の見出しまたは前の見出しに移動してください。. The story of the ups and downs of Starbucks and why Howard Schultz decided to return as CEO. Gerstner's writing occasionally is myopic. Who Says Elephants Can't Dance? Read by Edward HerrmanWith an introduction Read by the Author. If employees do not believe a crisis exists, they will not make the sacrifices that are necessary to change. --このテキストは、kindle_edition版に関連付けられています。, (日経ビジネス記者寺山正一)(日経ビジネス2003/1/6Copyright©2001日経BP企画..Allrightsreserved.) That company is IBM. Back office functions can be combined. : Leading a Great Enterprise through Dramatic Change Louis Gerstner Recommendations and Reviews. Gerstner probably was not the easiest of people to work for and openly advocated “tough, hard-nosed management” to get the company through the crisis. What my colleagues seemed unwilling or unable to accept was that the war was already over and was a resounding defeat – 90% market share for Windows to OS/2’s 5%- 6%. de Management, France. It seems that now IBM is facing with difficult time again in rapidly changing world, but I want to believe that IBMers could make it again in near future, with "passion". 。クラウドに好きなだけ写真も保存可能。, Who Says Elephants Can't Dance? !”, Higher Education Management: “Unlike disruptive innovations, the OESP model does not seek to displace the traditional model of higher education. Shane Parrish. Gerstner advocated “tough, hard-nosed management” to get the company through the crisis.

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