000			01703nam a2200169Ia 4500
020			_a0007302959
082			_a650.1 _bGER
100			_aGerstner, Louis V.
245			_aWho says Elephants can't dance? : how i turned around IBM
260			_aLondon _bHarper Collins Pub. _c2002
300			_axi,372P.
500			_aContents: Foreword ix Introduction 1 PART I- GRABBING HOLD 1 The courtship 9 2 The announcement 18 3 Drinking from a fire hose 29 4 Out to the field 41 5 Operation bear hug 49 6 Stop the bleeding ( and hold the vision) 56 7 Creating the leadership team 73 8 Creating a global enterprise 83 9 Reviving the brand 88 10 Resetting the corporate compensation philosophy 93 11 Back on the beach 103 PART II - STRATEGY 12 A brief history of IBM 113 13 Making the big bets 121 14 Service - the key to integration 128 15 Building the world's already biggest software business 136 16 Opening the company store 146 17 Unstacking the stack and focusing the portfolio 153 18 The Emergence of e-business 165 19 Reflections on strategy 176 PART III - CULTURE 20 On corporate culture 181 21 An inside-out world 189 22 Leading by principles 200 PART IV - LESSONS LEARNED 23 Focus- you have to know (and love) your business 219 24 Execution- strategy goes only so far 229 25 Leadership is personal 235 26 Elephants can dance 242 PART V - OBSERVATIONS 27 The industry 255 28 The system 259 29 The watchers 264 30 Corporations and the community 272 31 IBM- a farewell 278 APPENDICES Appendix A- employee communications 285 Appendix B- The future of e-business 339 Appendix C- Financial overview 326 Index 365
890			_aUnited Kingdom
891			_aMTM
999			_c37387 _d37387
650			_aInternational Business Machines Corporation _aUnited States _aChief executive officers _aCorporate turnarounds _aManagement _aComputer industry _aElectronic office machine industry