Who Says Elephants Can't Dance? Inside IBM's Historic Turnaround

郭士纳郭士纳（Lou Gerstner，Jr．），IBM现任董事长、前任CEO。在加盟IBM之前，他是RJR纳贝斯克公司董事长兼CEO。此前还在美国运通公司任总裁11年，兼任其最大的分公司董事长兼CEO此前，他还曾任麦肯锡管理咨询公司总监。他在达特茅斯学院获工程学学士学位，在哈佛商学院获工商管理硕士学位。

出版者:HarperAudio

作者:Louis V. Gerstner Jr.

页数:0

出版时间:2002-11-01

价格:USD 29.95

装帧:Audio CD

isbn号码:9780060527167

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In 1990, IBM had its most profitable year ever. By 1993, the company 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. Enter Lou Gerstner. The presumption was that Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units -- effectively eliminating the corporation that had invented many of the industry's most important technologies. Instead, Gerstner took hold of the company, making the bold decision to keep it together, defiantly announcing, "The last thing IBM needs right now is a vision." 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. Summing up his historic business achievement, Gerstner recounts high-level meetings, explains the no-turning-back decisions that had to be made, and offers his hard-won conclusions about the essence of what makes a great company run. Read by Edward Herrman With an introduction Read by the Author

读后感

郭士纳那本《谁说大象不能跳舞》很早就听说过，也一直想看，这回终于实现这个愿望了，看完之后感觉确实不错，实践经验丰富的人写书有一大优点就在于真实，并且见解也很有说服力。郭士纳入主IBM时面临的走下坡路的巨型公司，也就是“大象”，人们都不敢设想它还会起死回生，...  

根据菲利普·莫里斯的说法，来自烟草行业的营业收入也因为RJR纳贝斯克杠杆收购后不久所造成的价格战而备受压力。在这里，菲利普·莫里斯只不过是按照麦当劳创始人雷·克罗克的建议行事——“当你看见自己的竞争对手快要淹死的时候，应该赶快抓起消防水龙头并放到他嘴里。” 莫...  

还没有看完这本书 但我发现这本书可能不适合我现在看 事实上这本书以一种主视角描述自己的琐事却没有一个主题 却展现了IBM的一些在读者面前 就是： IBM是个伟大的公司 30多万的聪明人在这家公司工作，拥有的诺贝尔获奖者比世界上大多国家都要多。。。 是一种自信 我打算继续看...  

根据菲利普·莫里斯的说法，来自烟草行业的营业收入也因为RJR纳贝斯克杠杆收购后不久所造成的价格战而备受压力。在这里，菲利普·莫里斯只不过是按照麦当劳创始人雷·克罗克的建议行事——“当你看见自己的竞争对手快要淹死的时候，应该赶快抓起消防水龙头并放到他嘴里。” 莫...