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

作者: Louis V. Gerstner （路易斯·V·郭士纳）著

出版社: HarperCollins US

出版时间: 2002-11

版次: 1

ISBN: 9780060523794

定价: 239.00

装帧: 精装

开本: 16开

纸张: 胶版纸

页数: 372页

正文语种: 英语

分类: 外文古旧书>英文书>管理

25人买过

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 theprinciples 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.

　　IBM公司，长期以来执计算机世界之牛耳，被视为美国科技实力的象征和国家竞争力的堡垒，甚至《经济学人》杂志指出，“IBM的失败总是被视为美国的失败”。1993年，郭士纳刚刚接手IBM时，这家超大型企业因为机构臃肿和孤立封闭的企业文化已经变得步履蹒跚，亏损高达160亿美元，正面临着被拆分的危险，媒体将其描述为 “一只脚已经迈进了坟墓”。

　　在郭士纳为IBM掌舵的9年间，这家公司持续赢利，股价上涨了10倍，成为全球最赚钱的公司之一。有人评价，郭士纳的两个最突出的贡献就是：一、保持了IBM这头企业巨象的完整；二、让IBM公司成功地从生产硬件转为提供服务，成为世界上最大的一个不制造计算机的计算机公司。　　

　　郭士纳在书中将自己使IBM改天换地的辉煌岁月娓娓道来，既有只有CEO才接触得到的第一手内部资料――各种会议卷宗、事态行将有变的种种蛛丝马迹、重压之下背水一战的各项决策，又有带领一家巨型公司大步向前的高屋建瓴、深思熟虑的管理思想。　　

　　郭士纳是技术的外行，但是他却通过一系列战略性的调整让一家在国际经济舞台上举足轻重的IT企业重振雄风。在这部惊涛骇浪的管理传奇中，郭士纳将他对管理、企业文化、企业规模与竞争力、企业转型的种种真知灼见寓于生动的记述当中，丰富、翔实、推心置腹，对所有商务人士备加关注的“传统企业如何转变为与世界经济接轨的、务实而灵活的现代企业”作了最完美和精彩的诠释 Louis V. Gerstner, Jr. KBE (born March 1, 1942 in Mineola, New York) was chairman of the board and chief executive officer of IBM from April, 1993 until 2002 when he retired as CEO in March and chairman in December. He is largely credited with turning around IBM's fortunes.

　　郭士纳 IBM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，他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；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士学位，在哈佛商学院获工商管理硕士学位。 Foreword

Introduction

PART Ⅰ-GRABBING HOLD

  1  The Courtship

  2  The Announcement

  3  Drinking from a Fire Hose

  4  Out to the Field

  5  Operation Bear Hug

  6  Stop the Bleeding (and Hold the Vision)

  7  Creating the Leadership Team

  8  Creating a Global Enterprise

  9  Reviving the Brand

  10  Resetting the Corporate Compensation Philosophy

  11  Back on the Beach

PART Ⅱ-STRATEGY

  12  A Brief History of IBM

  13  Making the Big Bets

  14  Services-the Key to Integration

  15  Building the World's Already Biggest Software Business

  16  Opening the Company Store

  17  Unstacking the Stack and Focusing the Portfolio

  18  The Emergence of e-business

  19  Reflections on Strategy

PART Ⅲ-CULTURE

  20  On Corporate Culture

  21   An Inside-Out World

  22  Leading by Principles

PART Ⅳ-LESSONS LEARNED

  23  Focus-You Have to Know (and Love) Your Business

  24  Execution  Strategy Goes Only So Far

  25  Leadership Is Personal

  26  Elephants Can Dance

PART  Ⅴ-OBSERVATIONS

  27  The Industry

  28  The System

  29  The Watchers

  30  Corporations and the Community

  31   IBM-a Farewell

APPENDICES

Appendix A-Employee Communications

Appendix B-The Future ore-business

Appendix C-Financial Overview

Index
内容简介:
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 theprinciples 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.

　　IBM公司，长期以来执计算机世界之牛耳，被视为美国科技实力的象征和国家竞争力的堡垒，甚至《经济学人》杂志指出，“IBM的失败总是被视为美国的失败”。1993年，郭士纳刚刚接手IBM时，这家超大型企业因为机构臃肿和孤立封闭的企业文化已经变得步履蹒跚，亏损高达160亿美元，正面临着被拆分的危险，媒体将其描述为 “一只脚已经迈进了坟墓”。

　　在郭士纳为IBM掌舵的9年间，这家公司持续赢利，股价上涨了10倍，成为全球最赚钱的公司之一。有人评价，郭士纳的两个最突出的贡献就是：一、保持了IBM这头企业巨象的完整；二、让IBM公司成功地从生产硬件转为提供服务，成为世界上最大的一个不制造计算机的计算机公司。　　

　　郭士纳在书中将自己使IBM改天换地的辉煌岁月娓娓道来，既有只有CEO才接触得到的第一手内部资料――各种会议卷宗、事态行将有变的种种蛛丝马迹、重压之下背水一战的各项决策，又有带领一家巨型公司大步向前的高屋建瓴、深思熟虑的管理思想。　　

　　郭士纳是技术的外行，但是他却通过一系列战略性的调整让一家在国际经济舞台上举足轻重的IT企业重振雄风。在这部惊涛骇浪的管理传奇中，郭士纳将他对管理、企业文化、企业规模与竞争力、企业转型的种种真知灼见寓于生动的记述当中，丰富、翔实、推心置腹，对所有商务人士备加关注的“传统企业如何转变为与世界经济接轨的、务实而灵活的现代企业”作了最完美和精彩的诠释
作者简介:
Louis V. Gerstner, Jr. KBE (born March 1, 1942 in Mineola, New York) was chairman of the board and chief executive officer of IBM from April, 1993 until 2002 when he retired as CEO in March and chairman in December. He is largely credited with turning around IBM's fortunes.

　　郭士纳 IBM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，他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；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士学位，在哈佛商学院获工商管理硕士学位。
目录:
Foreword

Introduction

PART Ⅰ-GRABBING HOLD

  1  The Courtship

  2  The Announcement

  3  Drinking from a Fire Hose

  4  Out to the Field

  5  Operation Bear Hug

  6  Stop the Bleeding (and Hold the Vision)

  7  Creating the Leadership Team

  8  Creating a Global Enterprise

  9  Reviving the Brand

  10  Resetting the Corporate Compensation Philosophy

  11  Back on the Beach

PART Ⅱ-STRATEGY

  12  A Brief History of IBM

  13  Making the Big Bets

  14  Services-the Key to Integration

  15  Building the World's Already Biggest Software Business

  16  Opening the Company Store

  17  Unstacking the Stack and Focusing the Portfolio

  18  The Emergence of e-business

  19  Reflections on Strategy

PART Ⅲ-CULTURE

  20  On Corporate Culture

  21   An Inside-Out World

  22  Leading by Principles

PART Ⅳ-LESSONS LEARNED

  23  Focus-You Have to Know (and Love) Your Business

  24  Execution  Strategy Goes Only So Far

  25  Leadership Is Personal

  26  Elephants Can Dance

PART  Ⅴ-OBSERVATIONS

  27  The Industry

  28  The System

  29  The Watchers

  30  Corporations and the Community

  31   IBM-a Farewell

APPENDICES

Appendix A-Employee Communications

Appendix B-The Future ore-business

Appendix C-Financial Overview

Index