Who Says

Elephants Can't

Dance?

Inside IBM's Historic Turnaround

Louis V. Gerstner, Jr.

起死回生、力挽狂瀾的最佳寫照

《誰說大象不會跳舞》葛斯納回憶一九九三年，接掌 IBM 之後，面對鉅額虧損與大量裁員，在面對強敵環伺的壓力下，如何救亡圖存整頓這家業務遍及全球、部門卻各自為政的龐然大物，如何帶領 IBM 起死回生的精彩故事！

Lou Gerstner on the Turnaround

"Heading into IBM, I would have bet large sums of money that these frenetic early months would be the hardest work of my professional career. I would have bet wrong. What happen through the second half of 1990's would determine whether IBM was merely going to be one more pleasant, safe, comfortable-but fairly innocuous-participant in the information technology industry, or whether we are once again going to be a company that mattered."

Gerstner on Strategy

"Good strategies start with massive amounts of quantitative analysis, hard, difficult analysis that is blended with wisdom, insight and risk taking. Truly great companies lay out strategies that are believable and executable. Good strategies are long on detail and short on vision."

Gerstner on Culture

"I came to see, in my time at IBM, that culture isn't just one aspect of the game — it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value."

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As I write this, IBM's Software Group is one of the most powerful software companies in the world and is positioned as the leading software company in networked computing. With 2001 revenues of $13 billion (second only to Microsoft) and pre-tax profits of about $3 billion (growing at a double-digit rate), we are number one or number two in every segment of the market in which we participate. 

The IBM software story is a wonderful microcosm of the overall turnaround that took place at the company over the past decade. Incredible technical resources were unleashed to deploy across the entire industry. The catalyst to drive this transformation was an external event — the arrival of the Internet. Spurred on by this emerging opportunity, we rapidly restructured our assets and organization, and poured resources into acquisitions and development strategies. 

----------------- Excerpt -----------------

■路．葛斯納／Louis V. Gerstner Jr

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.

作者：路．葛斯納／Louis V. Gerstner Jr

版本：First Edition

規格：精裝／Hardback，16.2 x 23.5 x 3.4 cm，372頁

出版商：HarperCollins Publishers Inc

品牌：Harper Business

出版日期：2002年11月12日

語言：英文

ISBN-10：0-06-052379-4

非新品書緣微泛黃，內頁簽名，附保護書套，不介意物品狀況再行購買。

Condition: Good. Pre-owned title with a signature. All pages are intact, no highlighting of text, no writing in margins. No missing pages. With dust jacket.

佳四月初吉甲午，懿王才射廬，乍象舞

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