|008||020808s2002 nyua 001 0 eng|
|040||▼a DLC ▼c DLC ▼d DLC ▼d 211009|
|050||0 0||▼a HD9696.2.U64 ▼b I2545 2002|
|082||0 0||▼a 004/.068 ▼2 22|
|090||▼a 004.068 ▼b G383w|
|100||1||▼a Gerstner, Louis V.|
|245||1 0||▼a Who says elephants can't dance? : ▼b inside IBM's historic turnaround / ▼c Louis V. Gerstner, Jr.|
|260||▼a New York, NY : ▼b HarperBusiness , ▼c c2002.|
|300||▼a xi, 372 p. : ▼b ill. ; ▼c 24 cm.|
|500||▼a Includes index.|
|610||2 0||▼a International Business Machines Corporation ▼x Management.|
|610||2 0||▼a International Business Machines Corporation ▼x History.|
|650||0||▼a Computer industry ▼z United States ▼x History.|
|650||0||▼a Electronic office machine industry ▼z United States ▼x History.|
|650||0||▼a Corporate turnarounds ▼z United States ▼v Case studies.|
|No.||Location||Call Number||Accession No.||Availability||Due Date||Make a Reservation||Service|
|No. 1||Location Main Library/Western Books/||Call Number 004.068 G383w||Accession No. 111393850||Availability Available||Due Date||Make a Reservation||Service|
In 1990, IBM had its most profitable year ever. By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM 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.
Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.
Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. 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."
Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.
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? sums up Lou Gerstner's historic business achievement. 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. He also offers his hard-won conclusions about the essence of what makes a great company run.
In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. 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. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.
Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.
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다트머스 대학에서 엔지니어링 학사학위를 받았고, 하버드 경영대학원에서 MBA를 받았다. 맥킨지사의 컨설턴트로서 일을 시작한 그는 아메리칸 익스프레스(11년간 재직)와 RJR Nabisco(나비스코)(4년간 재직)에서 CEO로 재직했다. 1993년부터 IBM 회장겸 CEO로 재직 중이다. RJR 나비스코 재단 21세기학교 자문위원회 위원장, 미국학술재단의 책임자, 경제교육위원회 위원장과 하버드 경영대학 초빙위원, 국제경영연구재단 이사 등을 역임한 바 있다. 또한 2002년 1월에는 비즈니스위크가 뽑은 세계 최고의 CEO 25인 중 한 사람으로 선정되었다.