Book Report Who Says Elephants Can’t Dance? Inside IBM’s Historic Turnaround Louis V. Gerstner Jr. (Author) 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
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Explain steps required in turnaround strategies. Justify with an example. Emphasis is on speed of change and rapid cost reduction and/or revenue generation. Managers must prioritise things that give quick and significant improvements. Although used interchangeably‚ restructure is different from turnaround. Operational Turnaround The focus is on ways of improving the operation of the business and designed to halt the decline. Strategic Turnaround The focus is on adjusting
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IBM presentation 1. LOGOIBMIBMFrom ComputerDesignFrom ComputerDesignto IT Solutions & Customizationto IT Solutions & Customization 2. IntroductionIntroductionIBM is one of the most successful companies inthe world and the 2ndmost expensive brandbehind Coke. Leadership and culture have beena constant for IBM and the reason for theircontinued success. They have continuouslysought out innovation and have been a marketleader in several areas of technology. They haveshown an incredible resilience
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QUESTION 1 Refer to the case on “Johnson Turnaround” in Appendix A. The newly appointed CEO of Johnson Pte Ltd.‚ Encik Azmi‚ is tasked with the design and implementation of a turnaround strategy for the company. An effective turnaround strategy consists of assisting the company to identify‚ develop and implement initiatives that increase profits and market share‚ or position the firm to raise needed capital. The objective of the turnaround initiative is to focus on areas of business risk
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making many small changes to existing work processes. (Chaudron‚ 2003) One organization that had to go through organizational change is IBM. IBM is a multinational computer‚ technology and IT consulting corporation headquartered in Armonk‚ New York. In 1990‚ IBM earned approximately $6 billion‚ but three years later IBM has exceeded at least $8 billion in losses. IBM realized that it was important to change their market strategy and product line
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IBM Case Study 1.) IBM advertises itself as a company that provides service and business solutions. It used to be positioned as a computer hardware company‚ but as more companies like HP and Dell began to pop up they were forced to move away from this image. I recently had the pleasure of speaking with an IBM sales person‚ and he said that they very much rely on the value of their products‚ rather than competing on price. IBM positions themselves as having better‚ but slightly more costly
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The two broad turnaround strategies that may be followed by Public and Private companies are Strategic and Operating. Strategic turnarounds can be branched into activities that comprises of a change in business strategy for competing in the same business and those that involve for entering a new business or businesses. Operating strategies does not involve altering the business level strategies and usually focuses on increasing revenues‚ decreasing cost‚ decreasing assets or a combination effort
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www.hbr.org IBM expanded minority markets dramatically by promoting diversity in its own workforce. The result: a virtuous circle of growth and progress. Diversity as Strategy by David A. Thomas Reprint R0409G IBM expanded minority markets dramatically by promoting diversity in its own workforce. The result: a virtuous circle of growth and progress. Diversity as Strategy COPYRIGHT © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by David A
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reinvention of IBM. Contents Foreword Introduction PART I-GRABBING HOLD 1 The Courtship 2 The Announcement 3 Drinking from a Fire Hose 4 Out to the Field 5 Operation Bear Hug 6 Stop the Bleeding (and Hold the Vision) 7 Creating the Leadership Team 8 Creating a Global Enterprise 9 Reviving the Brand 10 Resetting the Corporate Compensation Philosophy 11 Back on the Beach vii 1 7 9 18 29 41 49 56 73 83 88 93 103 PART II-STRATEGY 12 A Brief History of IBM 13 Making the
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Running head: CASE ANALYSIS – A TURNAROUND AT FORD 1 Case Analysis – A Turnaround at Ford Jerald Peet Saint Leo University THE TURNAROUND AT FORD 2 The story of Ford (F) in the last
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