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Who Says Elephants Can't Dance?
Author: Louis V. Gerstner
Publisher: Harper Collins
ISBN: 0060523808
Pages: 304
Year: 2003-12-16
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Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement, bringing IBM back from the brink of insolvency to lead the computer business once again.Offering a unique case study drawn from decades of experience at some of America's top companies -- McKinsey, American Express, RJR Nabisco -- Gerstner's insights into management and leadership are applicable to any business, at any level. Ranging from strategy to public relations, from finance to organization, Gerstner reveals the lessons of a lifetime running highly successful companies.
Who Says Elephants Can't Dance?
Author: Louis V. Gerstner
Publisher: Harper Collins
ISBN: 0060523794
Pages: 384
Year: 2002-11-12
View: 162
Read: 816
In 1990, IBM had its most profitable year ever. By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent. Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies. Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision." Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success. The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run. In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM. Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to 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.
Who Says Elephants Can't Dance?
Author: Louis V. Gerstner
Publisher: HarperCollins UK
ISBN: 0007170874
Pages: 372
Year: 2003
View: 390
Read: 609
This is CEO Louis V. Gerstner Jr's memoir about the turnaround of IBM and his transformation of the company into the industry leader of the computer age. He recalls the obstacles he faced, such as white-shirt hierarchy and rapidly declining sales, and reveals his tactics step by step.
Who Says Elephants Can't Dance?
Author: Louis V. Gerstner, Jr.
Publisher: Zondervan
ISBN: 0061756083
Pages: 304
Year: 2009-10-13
View: 820
Read: 259
In 1990, IBM had its most profitable year ever. By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent. Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies. Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision." Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success. The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run. In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.
Elephants Can't Jump!
Author: Jeanne Willis
Publisher: Andersen Press USA
ISBN: 1467779458
Pages: 32
Year: 2015-03-01
View: 1003
Read: 616
When the other baby animals laugh at Elephant for not being able to jump, he sets out to prove them wrong. Hard as he tries, he just can't jump. But then he realizes that he can do something else that no other animal can do . . .
Giraffes Can't Dance
Author: Giles Andreae
Publisher: Cartwheel Books
ISBN: 0545639964
Pages: 12
Year: 2014
View: 497
Read: 591
Using rhyming text and illustrations, Gerald the giraffe and his fellow jungle animals introduce young readers to the numbers one through ten all the while doing the rumba dance!
The Change Book
Author: Tricia Emerson, Mary Stewart
Publisher: American Society for Training and Development
ISBN: 160728863X
Pages: 224
Year: 2011-03-15
View: 343
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The Change Book provides a practical collection of tips and advice for anyone dealing with or managing organizational change. You will learn about change management, how to plan for change, how to create a communication strategy, and more. While not a comprehensive guide to leading change, this concise book contains an array of useful insights for change managers and is a great resource for people new to the concept or change.
You Can't Take An Elephant On the Bus
Author: Patricia Cleveland-Peck
Publisher: Bloomsbury Publishing
ISBN: 140884981X
Pages: 32
Year: 2015-08-13
View: 332
Read: 685
You can't take an elephant on the bus ... It would simply cause a terrible fuss! Elephants' bottoms are heavy and fat and would certainly squash the seats quite flat. Never put a camel in a sailing boat, or a tiger on a train, and don't even THINK about asking a whale to ride a bike ... This riotous picture book is filled with animals causing total disaster as they try to travel in the most unsuitable vehicles. A real romp of a book, with hilarious rhyming text and spectacular illustrations.
Who Says You Can't? You Do
Author: Daniel Chidiac
Publisher: Harmony
ISBN: 0525573615
Pages: 368
Year: 2018-01-09
View: 258
Read: 1219
Originally published in Australia by DC Group Global in 2012.
Good Night, Gorilla
Author: Peggy Rathmann
Publisher: Penguin
ISBN: 0399242600
Pages: 34
Year: 2004
View: 430
Read: 1247
When an unobservant zookeeper goes home, all the animals he thinks he has left behind in the zoo follow him. On board pages.
We Are in a Book! (An Elephant and Piggie Book)
Author:
Publisher: Hyperion
ISBN: 1423133080
Pages: 64
Year: 2010-09-14
View: 1114
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When Gerald the elephant and Piggie realize that they are in a book, they decide to have some fun with the reader.
Why Smart Executives Fail
Author: Sydney Finkelstein
Publisher: Penguin
ISBN: 1101118237
Pages: 336
Year: 2004-05-25
View: 511
Read: 1285
Bob Pittman and AOL Time Warner. Jean Marie Messier and Vivendi. Jill Barad and Mattel. Dennis Kozlowski and Tyco. It's an all too common scenario. A great company breaks from the pack; the analysts are in love; the smiling CEO appears on the cover of Fortune. Two years later, the company is in flames, the pension plan is bleeding, the stock is worthless. What goes wrong in these cases? Usually it seems that top management made some incredibly stupid mistakes. But the people responsible are almost always remarkably intelligent and usually have terrific track records. Just as puzzling as the fact that brilliant managers can make bad mistakes is the way they so often magnify the damage. Once a company has made a serious mis-step, it often seems as though it can't do anything right. How does this happen? Instead of rectifying their mistakes, why do business leaders regularly make them worse? To answer these questions, Sydney Finkelstein has carried out the largest research project ever devoted to corporate mistakes and failures. In WHY SMART EXECUTIVES FAIL, he and his research team uncover-with startling clarity and unassailable documentation-the causes regularly responsible for major business breakdowns. He relates the stories of great business disasters and demonstrates that there are specific, identifiable ways in which many businesses regularly make themselves vulnerable to failure. The result is a truly indispensable, practical, must-read book that explains the mechanics of business failure, how to avoid them, and what to do if they happen. From the Trade Paperback edition.
Invest Like a Guru
Author: Charlie Tian
Publisher: John Wiley & Sons
ISBN: 1119362407
Pages: 224
Year: 2017-03-31
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Adopt the investment strategy that built Warren Buffett's fortune Invest Like a Guru provides an invaluable resource for high-quality-focused value investing, with expert insight and practical tools for implementation. Written by the man behind GuruFocus.com, this book expands on the site's value strategies and research tools to provide a primer for those exploring pathways to higher returns at lower risk. The book begins with an insightful explanation of high-quality-focused value investing concepts, then quickly moves into practical, detailed guidance on analysis, valuation, key factors, and risks to avoid. Case studies demonstrate real-world application of various analysis methods, and the discussion walks you through important calculations using real examples. Author Charlie Tian draws upon his own experiences and lessons learned to provide true insight on high-quality-focused value investing as a strategy, providing both reference and expert advice in this singularly useful guide. Warren Buffett once said, "I would rather buy good companies at fair prices than buy fair companies at good prices." That's how he built his fortune, and his method is what we now call high-quality-focused value investing. This book shows you how to determine what constitutes "good companies" and "fair prices," with practical tools for real-world application. Learn the principles and concepts of high-quality-focused value investing Understand the analysis process and valuation of prospective investments Avoid the value traps that can trigger permanent losses Study clear examples of key ratios and calculations We can't all become the next Warren Buffett, but we can boost returns while reducing risk using the right investment strategy. High-quality-focused value investing provides a path to profit, and Invest Like a Guru is the one-of-a-kind guidebook for getting on track.
The Graveyard Book
Author: Neil Gaiman
Publisher: A&C Black
ISBN: 140880820X
Pages: 304
Year: 2009-11-02
View: 434
Read: 1191
When a baby escapes a murderer intent on killing the entire family, who would have thought it would find safety and security in the local graveyard? Brought up by the resident ghosts, ghouls and spectres, Bod has an eccentric childhood learning about life from the dead. But for Bod there is also the danger of the murderer still looking for him - after all, he is the last remaining member of the family. A stunningly original novel deftly constructed over eight chapters, featuring every second year of Bod's life, from babyhood to adolescence. Will Bod survive to be a man?
HBR's 10 Must Reads on Making Smart Decisions (with featured article ?Before You Make That Big Decision?? by Daniel Kahneman, Dan Lovallo, and Olivier Sibony)
Author: Harvard Business Review
Publisher: Harvard Business Press
ISBN: 1422191435
Pages: 256
Year: 2013-03-05
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NEW from the bestselling HBR’s 10 Must Reads series. Learn why bad decisions happen to good managers—and how to make better ones. If you read nothing else on decision making, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you and your organization make better choices and avoid common traps. Leading experts such as Ram Charan, Michael Mankins, and Thomas Davenport provide the insights and advice you need to: • Make bold decisions that challenge the status quo • Support your decisions with diverse data • Evaluate risks and benefits with equal rigor • Check for faulty cause-and-effect reasoning • Test your decisions with experiments • Foster and address constructive criticism • Defeat indecisiveness with clear accountability Looking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series: HBR’s 10 Must Reads: The Essentials HBR’s 10 Must Reads on Communication HBR’s 10 Must Reads on Collaboration HBR’s 10 Must Reads on Innovation HBR’s 10 Must Reads on Leadership HBR’s 10 Must Reads on Managing Yourself HBR’s 10 Must Reads on Strategic Marketing HBR’s 10 Must Reads on Teams