Reprinted by permission of HarperCollins Publishers, Inc. While I have only had the privilege of working at few large companies, his advice certainly fits all of them. We understood cost of goods and inventory turns and manufacturing. And no technology can automate culture, human behavior and discipline. He ends the book with the lessons he learned along the way. Being a turnaround leader is never an easy job, there are some tough decisions to be made.
Reduce committees and meetings to a minimum. It didn't take long for him to call. It's something very many companies do nowadays, selling technology instead of solutions. Sadly, these results have apparently been undone in the roughly 20 years since. In the end, an organization is nothing more than the collective capacity of its people to create value. Other people bid up the value of those shares, we cash out and go on a permanent vacation.
As well as helping our customers, we want to create an open community of customers, partners and practitioners to spread the word. This is a really engaging and honest account of the turnaround of a company that was literally falling apart as it failed to adapt to the changing world in which it was operating. It appears he got the job done. Copyright 2002 Reed Business Information, Inc. I am heavily involved in strategy; the rest is yours to implement.
However, I found Gerstner overly self-indulgent. We want to help businesses transform, innovate, and be more effective, but we want more than that. Thank you, Lou, for sharing your wisdom with us. گرستنر جونیور؛ مترجم: امیر توفیقی؛ ویراستار محب الله گل بابایی؛ تهران، انستیتو ایزایران، 1382؛ در 427 ص؛ شابک: 9648068305؛ جدول، نمودار، چاپ دوم 1384؛ در 317 ص؛ شابک: 9648068690؛ موضوع: تاریخ شرکت آی. In the end, an organization is nothing more than the collective capacity of its people to create value. We believe there is enormous but unrealised potential for corporations to adopt the culture, tools and techniques that are working for the individual and the consumer. His handling of the Tylenol poisoning.
او می نویسد :« در طول زندگی حرفه ای خود با عقاید تعصب آمیز زیادی از قبیل کوچک زیباست و بزرگ بد است روبرو بوده ام. He also needed to fix the company structure and how it's managed, moving away from independent geographical areas to oganizing world wide around the customer. And, to his credit, Lou Gerstner did exactly that. What was most curious to me was -- here was this guy with no tech experience put at helm of the biggest technology company for most of the century to turn it around. I told Burke that, given my lack of technical background, I couldn't conceive of running ibm.
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. Many of the companies he mentioned are long gone too. You can't mandate it, :an't engineer it. Many of the companies he mentioned are long gone too. The transformation that occurred during that time has ebbed and flowed. The problems and issues are the result of old legacy companies and do not exist in the new era.
However, I told the three directors politely that I had no interest in returning to American Express. Otherwise, I put this in the category of airport books that promise you the keys to success. He lives upstairs in the building. The challenge was making that workforce live, compete, and win in the real world. People who've been promoted to a certain level refusing to do certain roles because it was beneath their title.
Let's have lots of candid, straightforward communications. This book contains all of the challenges and obstacles faced by the company and how Gerstner overcame them. There are a few lessons to be learned, and I think Gerstner's leadership strength is admirable. I don't completely understand the technology. Decisions need to be made by leaders who understand the key drivers of success in the enterprise and then apply those principles to a given situation with practical wisdom, skill, and a sense of relevancy to the current environment. He does so in a clear, pragmatic manner at just the right amount of detail and pace. The media drumbeat intensified in the following weeks.