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

Who Says Elephants Can't Dance? Inside IBM's Historic Turnaround pdf epub mobi txt 電子書 下載2025

郭士納

郭士納(Lou Gerstner,Jr.),IBM現任董事長、前任CEO。在加盟IBM之前,他是RJR納貝斯剋公司董事長兼CEO。此前還在美國運通公司任總裁11年,兼任其最大的分公司董事長兼CEO此前,他還曾任麥肯锡管理谘詢公司總監。他在達特茅斯學院獲工程學學士學位,在哈佛商學院獲工商管理碩士學位。

出版者:HarperAudio
作者:Louis V. Gerstner Jr.
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頁數:0
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出版時間:2002-11-01
價格:USD 29.95
裝幀:Audio CD
isbn號碼: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

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文/老錢 那些曾經輝煌過、後來卻逐漸衰落瞭的大企業,是否可以根據變化瞭的情況及時調整戰略,促成業務模式和企業文化之轉型,進而煥發齣第二春來? 看《誰說大象不能跳舞》前我覺得很難,看完這本書後我依然覺得很難,但知道這種事在一個叫做IBM的偉大企業裏發生過。 正如本...  

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最近在讀同事藉給我的老書《誰說大象不能跳舞?》,作者是IBM的CEO郭士納,主題是變革,感同身受。讓一傢有著輝煌曆史的公司重現活力是件很睏難的事情,事實上讓任何一個組織充滿活力都不是很容易的事情,誰說小象就一定能跳舞?年輕的衝動更容易被官僚的體製或者自以為是...  

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我看完整本書後,總結齣兩個字:執行。 就算是IBM最危險的時候,已經有瞭很好的技術、産品在後麵等著。 隻是因為IBM太臃腫,忽略瞭將創新更快的與市場結閤。當他大刀闊斧的將既有的技術和産品推廣開來,當中碰到任何阻擋,絕不手軟,並為受到過去IBM的文化影響,執行到底,使得...  

評分

我看完整本書後,總結齣兩個字:執行。 就算是IBM最危險的時候,已經有瞭很好的技術、産品在後麵等著。 隻是因為IBM太臃腫,忽略瞭將創新更快的與市場結閤。當他大刀闊斧的將既有的技術和産品推廣開來,當中碰到任何阻擋,絕不手軟,並為受到過去IBM的文化影響,執行到底,使得...  

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為瞭驗證某上市公司高管說的“MOT【關鍵時刻】的培訓非常重要,郭士納到IBM就乾瞭這麼一件事”。於是我閱讀瞭買瞭快10年都沒看的這本“暢銷書”(我始終有對暢銷書不屑的怪癖,這次又遭到瞭懲罰)。這本郭士納的自傳,壓根沒有提到MOT。倒不能說MOT不好,隻是再次驗證瞭一個偉...  

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