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

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Thorndike Press, 2003 - Business & Economics - 527 pages
5 Reviews
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.

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LibraryThing Review

User Review  - GShuk - LibraryThing

It was OK. The first couple of chapters before Lou joined IBM were interesting. Once he joined the book just skimmed the surface of both IBM issues and his thought process. It focused mostly on his ... Read full review

LibraryThing Review

User Review  - watson_1 - LibraryThing

Full disclosure: I was first hired into IBM in 1996 right after grad school and while Gerstner was in charge. I was pretty low in the organization and never really saw the real IBM. I left in 1998. I ... Read full review

Contents

Foreword
9
Introduction
13
GRABBING HOLD
21
Copyright

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About the author (2003)

Lou Gerstner, Jr., served as chairman and chief executive officer of IBM from April 1993 until 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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