Who Says Elephants Can't Dance: Inside IBM's Historic Turnaround
A New York Times BestsellerIn 1990, IBM had its most profitable year ever. By 1993, the company was on its way to extinction, a victim of its lumbering size, an insular corporate culture, and the PC era it had helped invent. Then Lou Gerstner was brought in. Now he offers a blow-by-blow account of IBM's competitive and cultural transformation -- the first-hand story of an extraordinary turnaround.
40 pages matching believe in this book
Results 1-3 of 40
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
American Express announced application software asked behavior believe billion building Burke business unit called cash cess Chairman and Chief Chief Executive Officer commitment committee communications company's competitive competitors computing corporate create culture customers decision dustry e-business enterprise Executive Officer Subject focus global going happen hardware IBM employees IBM Fellow IBM's IBMers important industry information technology institutions integrated Internet investment Jerry York Jim Burke Jim Manzi John Akers knew leaders leadership Lotus Lou Gerstner mainframe major marketplace McKinsey meeting ment Microsoft ness never nology operating organization pany percent powerful problems profit reports revenue RJR Nabisco Scott McNealy sell senior share shareholders strategy success talk tech tegic things tion tive tomers UNIX