Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change (36 page)

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Copyright

WHO SAYS ELEPHANTS CAN’T DANCE?. Copyright © 2002 by Louis V. Gerstner, Jr. All rights reserved under International and Pan-American Copyright Conventions. By payment of the required fees, you have been granted the non-exclusive, non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, down-loaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without the express written permission of PerfectBound™.

PerfectBound™ and the PerfectBound™ logo are trademarks of HarperCollins Publishers, Inc.

Adobe Acrobat eBook Reader November 2005 ISBN 0-06-113426-0

Library of Congress has catalogued the hardcover edition as follows: Gerstner, Louis V.

Who says elephants can’t dance? : inside IBM’s historic turnaround/Louis V. Gerstner, Jr.

p. cm.

International Business Machines Corporation – Management. 1. International Business Machines Corporation – History. 3. Computer industry – United States– History. 4. Electronic office machine industry – United States– History. 5. Corporate turnarounds– United States–

Case Studies. 1. Title.

HD9696.2.U6412545 2002

004.’068–dc21

ISBN 0-06-052380-8 (pbk.)

10 9 8 7 6 5 4 3

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• Cover Image
  
• Title Page
  
• Dedication Page
  
• Contents
  
  • Foreword
    
  • Introduction
    
  • Part One: Grabbing Hold
    
    • Chapter One: The Courtship
      
    • Chapter Two: The Announcement
      
    • Chapter Three: Drinking from a Fire Hose
      
    • Chapter Four: Out to the Field
      
    • Chapter Five: Operation Bear Hug
      
    • Chapter Six: Stop the Bleeding (and Hold the Vision)
      
    • Chapter Seven: Creating the Leadership Team
      
    • Chapter Eight: Creating a Global Enterprise
      
    • Chapter Nine: Reviving the Brand
      
    • Chapter Ten: Resetting the Corporate Compensation Philosophy
      
    • Chapter Eleven: Back on the Beach
      
  • Part Two: Strategy
    
    • Chapter Twelve: A Brief History of IBM
      
    • Chapter Thirteen: Making the Big Bets
      
    • Chapter Fourteen: rvices-the Key to Integration
      
    • Chapter Fifteen: Building the World’s Already Biggest Software Business
      
    • Chapter Sixteen: Opening the Company Store
      
    • Chapter Eighteen: The Emergence of e-business
      
    • Chapter Nineteen: Reflections on Strategy
      
  • Part Three: Culture
    
    • Chapter Twenty: On Corporate Culture
      
    • Chapter Twenty-One: An Inside-Out World
      
    • Chapter Twenty-Two: Leading by Principles
      
  • Part Four: Lessons Learned
    
    • Chapter Twenty-Three: Focus—You Have to Know (and Love) Your Business
      
    • Chapter Twenty-Four: Execution-Strategy Goes Only So Far
      
    • Chapter Twenty-Five: Leadership Is Personal
      
    • Chapter Twenty-Six: Elephants Can Dance
      
    • Chapter Twenty-Seven: IBM-a Farewell
      
  • Appendices
    
  • Appendix A
    
  • Appendix B
    
  • Index
    
  • About the Author
    
  • Copyright Notice
    
  • About the Perfectbound