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Who says elephants cant dance
Name: Who says elephants cant dance
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“[Gerstner] entertains as he educates.” (New York Times Book Review) “A well- rendered self-portrait of a CEO who made spectacular change on the strength of . Inside IBM's Historic Turnaround. 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. Lou Gerstner thought the enormous corporate elephant could dance as gracefully as its much smaller competition. He was right. Concentrated Knowledge™ for.
In , IBM had its most profitable year ever. By , the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM . 25 Feb Major firms learning to adapt in fight against start-ups, says IBM. 11 Nov If Louis V. Gerstner Gerstner Louis V. Gerstner Jr. 's book Who Says Elephants Can't Dance? (HarperBusiness, $) gets one point across.
17 Mar Ihave never said to myself, “Gee, I think I want to write a book.” I am not a book writer. Until now I haven't had the time or the inclination to lean. Gerstner quarterbacked one of history's most dramatic corporate turnarounds. For those who follow business stories like football games, his tale of the rise, fall. In this getAbstract summary, you will learn: How IBM became the computer industry's dominant firm;; How it lost its prestigious position; and How CEO Louis V. 12 Nov In , IBM had its most profitable year ever. By , the computer industry had changed so rapidly the company was on its way to losing. ARE – Summer Reading Notes – Who Says Elephants Can't Dance KEY. Page 1 of 5. These reading notes are provided to give you references.