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Who Says Elephants Can't Dance 谁说大象不能跳舞

作者: Louis V. Gerstner （路易斯·V·郭士纳）著

出版社: HarperCollins US

出版时间: 2002-12

版次: 1

ISBN: 9780060523800

定价: 145.10

装帧: 平装

开本: 其他

纸张: 胶版纸

页数: 304页

正文语种: 英语

分类: 外文古旧书>英文书>管理

15人买过

Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement, bringing IBM back from the brink of insolvency to lead the computer business once again.Offering a unique case study drawn from decades of experience at some of America's top companies -- McKinsey, American Express, RJR Nabisco -- Gerstner's insights into management and leadership are applicable to any business, at any level. Ranging from strategy to public relations, from finance to organization, Gerstner reveals the lessons of a lifetime running highly successful companies.

　　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 oFIBM

  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

  27 IBM—a Farewell

APPENDICES

Appendix A—The Future of e-business

Appendix B—Financial Overview

Index
内容简介:
Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement, bringing IBM back from the brink of insolvency to lead the computer business once again.Offering a unique case study drawn from decades of experience at some of America's top companies -- McKinsey, American Express, RJR Nabisco -- Gerstner's insights into management and leadership are applicable to any business, at any level. Ranging from strategy to public relations, from finance to organization, Gerstner reveals the lessons of a lifetime running highly successful companies.

　　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 oFIBM

  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

  27 IBM—a Farewell

APPENDICES

Appendix A—The Future of e-business

Appendix B—Financial Overview

Index

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Who Says Elephants Can't Dance 谁说大象不能跳舞

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