Truth be told, I don't have much use for C-level executives. ( Log Out / Succesful units want to reinvest their profit and not share it with others, Centralization vs. decentralization is always a struggle, find the right balance, don’t go to either extreme, revenue decreases during a turn around can be actually a sign of strength. Who Says Elephants Can't Dance? I truly hope IBM can thrive with the leadership of Ginni! This site uses Akismet to reduce spam. Edwards and Siebel. The concierge said, "Mr. Burke wants to see you as soon as possible this evening." What was most curious to me was -- here was this guy with no tech experience put at helm of the biggest technology company for most of the century to turn it around. He required managers to hold multiples of their salaries in company stocks, One company: bonuses only based on total company targets, no divisional targets, Company culture is many times a reflection of the personality of the founder and endures a long time (in IBM’s case almost 100 years), If a company is struggling, focus on the core business.
Most of what I see about them involves obscene levels of compensation, on an annual basis, personal secretaries and use of expensive corporate assets, like company planes. Gerstner's book about saving one of America's most important companies (IBM) from bankruptcy is interesting and a real page turner. The reading of Gerstner’s “Who says Elephants Can’t dance?” was one of my reasons to deinvest a few years ago.
Especially if your are undergoing a time of great transition. BOOK REVIEW: “Who Says Elephants Can’t Dance?” by Louis V. Gerstner, Jr. (2003) IBM so dominated the computing industry from the 1950s onwards that by 1980 the US government decided to set up antitrust commission to decide if it had too much power. We’d love your help. Maintenance – – (11,8%)
Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back …
(Not mentioning the strategic imperatives: Cloud Platform, a cognitive soluti. I have worked hands-on daily with IBM hardware, software and services for well over a decade, some of which overlapping with Lou Gerstner's period as CEO of the company, so I picked this up expecting not to learn much I hadn't already known about IBM. He is largely credited with turning around IBM's fortunes.
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The most interesting chapters come towards the end of the book where he reflects on company culture and strategy.
“So, execution is really the critical part of a successful strategy. More often than not, a book bearing the name of a CEO as its author has been rigorously edited and thoroughly sanitized by one or more "manuscript doctors" before publication. What was most curious to me was -- here was this guy with no tech experience put at helm of the biggest technology company for most of the century to turn it around.
If you are joining IBM, then its a must read to know the history of the company and how the turnaround was executed by Lou. The insight into 'bet the company' decisions and simple management strategies applied to the giant organisation that is IBM is really fascinating. Search String: Summary |
The clarity of purpose which Gerstner, as a 'non IT person', brought to the company and it's strategic direction shines throughout. From the developerWorks archives. No shortcuts. Lou does a great job of explaining how age old incumbents can take some tips from the IBM turnaround. Most important is to make everyone in the organization feel the sense of purpose & understand what truly motivates them. Article
This page works best with JavaScript. BookBrowse seeks out and recommends the best in contemporary fiction and nonfiction—books that not only engage and entertain but also deepen our understanding of ourselves and the world around us. Interestingly he wrote the book himself without the help of a … The must-read summary of Louis Gerstner’s book: “Who Says Elephants Can’t Dance? And, the fact that IBM continued delivering solid. This is a really engaging and honest account of the turnaround of a company that was literally falling apart as it failed to adapt to the changing world in which it was operating. "Leading by Principle" Worthwhile Reading, Reviewed in the United States on September 29, 2006. Alle Rechte vorbehalten. : Inside IBM’s Historic Turnaround”. He also offers his hard-won conclusions about the essence of what makes a great company run. Reader Reviews. It reminds the reader that, coming from a company that moves the world through technological advances, moving a company - big or small - takes you back to the fundamentals.
Gerstner was able to make this happen without having much knowledge about the technology of IBM but he trusted & believed the IBMers had the potential to make the impossible happen. Let's remember th. According to the book, drastically cutting prices (for software) was part of the strategy. That company is IBM. 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.
"—Michele Campbell. Now he offers a blow-by-blow account of IBM's competitive and cultural transformation -- the first-hand story of an extraordinary turnaround. 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.
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