Companies are being pulled by their strategies and pushed by increasingly assertive customers to restructure their organizations around customer groups rather than functions or products. Pdf who says elephants can t dance download full pdf. Taking readers deep into the world of ibm s ceo, gerstner recounts the high. Develop and implement a key customer strategy for 1993 and 1994. Who says elephants cant dance inside ibms historic turnaround by louis v. Inside ibms historic turnaroundibm,who says elephants cant dance. Inside ibms historic turnaround pdf without any problems.
In his own words, gerstner offers a blowbyblow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. Im mostly through the book now, but so far what most strikes me is the extravagant lifestyle of large, publicly traded corporate ceos. Who says elephants can t dance leading a great enterprise through dramatic change who says elephants can t dance. In this book the former ceo of ibm tells the story of his companys amazing comeback from 1993 to 2001.
A life at ibm, ieee annals of the history of computing 24. Who says elephants cant dance leading a great enterprise. However, in the spirit of trying to provide some contextual background for my views, what follows is a brief historical perspective. Offering a unique case study drawn from decades of experience at some of america s top companies mckinsey, american express, rjr nabisco gerstner s insights into management and leadership are applicable to any business. When you need to find who says elephants cant dance inside ibms historic turnaround by louis v. Leading a great enterprise through dramatic change louis v. Interview with joel cawley, ibm vice president of corporate strategy, at his office in armonk, new york, on october 7, 2005. Who says elephants can t dance inside ibm s historic turnaround by.
Taking readers deep into the world of ibm s ceo, gerstner recounts the. Inside ibms historic turnaround harperbusiness 2002. Ibms historic culture change in the 1990s, ceo lou gerstner said, i needed to get my leadership team to join me. Too many executives lack the skills or motivation to do so. This complete summary of the ideas from louis gerstners book who says elephants cant dance. When the elephants dance epub adobe drm can be read on any device that can open epub adobe drm files. Intel, a large corporation, was not enough for the x86, and so others such as advanced micro devices and cyrix were needed. Watsons lecture series was published in 1963 as the influential book a business and its beliefs.
Inside ibm s historic turnaround what the bible says about grieving what the bible says about. Inside ibms historic turnaround popular online pdf who says. If you could sum up who says elephants can t dance. Gerstner came on board as chairman and ceo almost a decade ago. Read download who says elephants can t dance pdf pdf download. Taking readers deep into the world of ibms ceo, gerstner recounts the highlevel meetings and explains the pressurefilled, noturningback. Malone author thomas malone, a professor at mit sloan school of management, says that the cheap cost of communication emai. Inside ibms historic turnaround louis gerstner louis gerstner was chairman and ceo of international business machines corporation ibm from april 1993 until march 2002. In his very first historic ibm meeting in the companys. Inside ibm s historic turnaround pdf you will see how convenient it is. Offering a unique case study drawn from decades of experience at some of americas top companies mckinsey, american express, rjr nabisco gerstners insights into management and leadership are applicable to any business, at any level. Inside ibms historic turnaround turnaround strategies for the small.
Inside ibms historic turnaround new york, 2002, 189. The first option takes a lot of time, and it is not very convenient because not all books can be taken home. American commerce has taken so many turns in the past decade. Making the decision to decentralize hbs working knowledge. Inside ibm s historic turnaround by gerstner louis. Leaders, gerstner went on to explain, create the conditions for culture transformation by modeling new behaviors and.
Offering a unique case study drawn from decades of experience at some of americas top companies mckinsey, american express, rjr nabisco gerstners insights into management and leadership are applicable. Multisourcing is the opposite of one neck to wring. Gerstner this book is a great example of how a leader must adapt and reinvent a company that must change in the face of disruption. Read download who says elephants can t dance pdf pdf. Analysts took one look at the disparate units that comprised ibm and how much they were costing the company and its shareholders, and demanded they be broken out into their own businesses. To rebuild and sust ain a comp any as large as ibm, the proper leaders had to be put in 4 creating the leadership team who says elephants cant dance. Taking readers deep into the world of ibms ceo, gerstner recounts the highlevel meetings and explains. Dec 09, 2002 1292002 ibm was in deep trouble when louis v. He has recently published a memoir, who says elephants cant dance. Who says elephants cant dance inside ibm s historic turnaround 9780060523794 by louis v. Make sure that ibm is profit able in 1994 to send the message to the world and the workforce that ibm was st able. Inside ibms historic turnaround by gerstner, louis v. How i turned around ibm new ed by louis gerstner isbn.
Probably, you would go to the library or a bookstore. Writing in an exciting, fastpaced narrative style, gerstner takes readers through his experiences at ibm from the highpowered recruiting pressure to take the chairmans position, to first days on the job learning the strengths and weaknesses of ibm, to formulating and. When upper management delegates decisionmaking responsibilities, there also exist wider spans of control among managers, creating a more lateral flow of information. By 1993, the company was on its way to extinction, a victim of its lumbering size, an insular corporate culture, and the pc era it had helped invent. During his 40year career at general electric, he led the company to yearafteryear success around the globe, in multiple markets, against brutal competition.
Finish rightsizing by the beginning of the third quarter. We always make sure that the links on our website work and are not broken in order to help you download who says elephants cant dance. Users without a subscription are not able to see the full content. Page 1 main idea in nine years as the chairman and ceo of international business machine corporation ibm, lou gers tner brought about a dramatic change in the companys fortunes. A new york times bestsellerin 1990, ibm had its most profitable year ever. Louis v gerstner in the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Who says elephants cant dance inside ibms historic turnaround audible audio edition. The firsthand 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. Gerstners own account of his years at ibm can be found in l.
Inside ibms historic turnaround, former ibm ceo lou gerstners story of his 1990s corporate turnaround of ibm. In it, he says flatly that the revival of the computer giant wasnt due to vision. Who says elephants cant dance inside ibms historic. When he took charge, ibm was on the verge of extinction as the vi ctim of rapid changes in the computer industry. Gerstner quarterbacked one of historys most dramatic corporate turnarounds. Who killed change solving the mystery of leading people through change how to dance. In japanese police dramas the gemba is the real place. Competitiveness is being analyzed at different levels of abstraction. Format epub who says elephants cant dance inside ibms historic turnaround louis v. His honest, bethebest style of management became the gold stand. Who says elephants cant dance ins ide ibms historic turnaround by louis v gerstner, jr. We all had to talk openly and directly about culture changewe could not be subtle. Who says elephants cant dance by by louis gerstner.
Writing in plain english, and apparently without the help of a professional writer, gerstner logically and. He says the best of the current crop of ceo books is who says elephants cant dance. The firsthand 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 cant dance. So, execution is really the critical part of a successful strategy. Gerstners nineyear tenure at ibm was wildly successful by all accountsespecially his own, the recently published who says elephants cant dance. Who says elephants cant dance inside ibms historic turnaround. Pdf who says elephants cant dance inside ibms historic. After the press conference came a series of internal ibm meetings. For those who follow business stories like football games, his tale of the rise, fall and rise of ibm might be the ultimate slowmotion replay.
On the persistence of culture, see, for the period 1920s40s, walter d. The book is at its best when gerstner gives his personal account of his first experiences with big blue. The power of introverts in a world that can t stop. Who says elephants cant dance ins ide ibms historic turnaround. Gerstner jrs memoir about the turnaround of ibm and his transformation of the company into the industry leader of the computer age. Summing up his historic business achievement, gerstner recounts highlevel meetings, explains the noturningback decisions that had to be made, and offers his hardwon conclusions about the essence of. The wall street journal said, ibm will never again hold sway over the computer industry.
Who says elephants cant dance ins ide ibms historic turnaround has 1 available editions to buy at half price books marketplace. Leaders should spend time on the shop floor every day, communicating with customers and employees and helping to drive operational excellence. Jul 06, 2015 read book who says elephants cant dance inside ibms historic turnaround free online. Theoretical framework of ebusiness competitiveness. Old ibm commercial with 2 elephants video dailymotion. In current common education usage, turnaround refers to the rapid, significant improvement in the academic achievement of persistently lowachieving schools. Offering a unique case study drawn from decades of experience at some of americas top companies mckinsey, american express, rjr nabisco gerstners insights into management and leadership are applicable to any business, at. All the books on our website are divided into categories in order to make it easier for you to find the handbook you need. Pdf download who says elephants can t dance free ebooks pdf. School turnaround has received significant attention recently in education literature and policy action, especially as a means to dramatically improve urban education. However no contemporary writings drive this message.
Gerstner jr s memoir about the turnaround of ibm and his transformation of the company into the industry leader of the computer age. But as he told mba students at harvard business school, he wasn t the only one responsible for the change. Inside ibms historic turnaround harperbusiness, 2002 is, to our minds, one of the best books written by a practitioner of the leadership art. Inside ibms historic turnaround harperbusiness, 2002. Buy who says elephants cant dance inside ibm s historic turnaround by louis v gerstner online at alibris. I cant think of anyone other than my children who might want to read that book and im not 100 percent sure they would, either. Pdf who says elephants can t dance download full pdf book. This content is no longer being updated or maintained. Watson held forth on ibms three basic beliefs, the forebears of the values that still guide the company today. He became ibms ceo in 1993, when the gargantuan company was near collapse. Decentralized decisionmaking, malone says, tends to create less rigidity and flatter hierarchies in organizations.