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1、Peter Duncan reviews:Who Says Elepha nts Cant Dance?By Louis V. Gerstner, Jr.The last thing IBM n eeds is a visi onis perhaps the most remembered sound bitefrom Lou Gerst ner as he announ ced what n eeded to be done to tur n around the decli ne at IBM in the early 1990s. This phrase, actually a misq
2、uot ing of his full sentence (the last thi ng IBM n eeds right now is a visio n), grabbedheadli nes as manywon dered how the strategycon sulta nt from McKin sey and Compa nycould say that a vision for IBM was not the starting point of the turn around.But what followsin his book is a road mapfor tur
3、ningaround any bus in esslargeor small.IBM lost over 50% of the reve nue from its major product line and was runningdan gerously short of cash as margins and volume fell in tan dem .In itially,whatGerst ner recog ni zedis that a long formal visi on stateme nt is not what isn eededto launch a turn ar
4、ound. In the depth of crisis, identifying and resolving a few key strategic issues is what is critical for stabilizing a company.For Gerst ner, there were four immediate strategic issues: Whether or not to break IBM into many freesta nding bus in esses? Howto cha nge the econo mic model of expe nses
5、 and margin to gen erate cash? How to re-e ngin eer IBM for efficie ncy and profits? What un productive assets could be sold to raise cash?Deciding how to resolve each of these formed the initial outline of a vision for what IBM would become. It took years to actually achieve the resolution to these
6、 key questi ons, but with the critical decisi ons made, there was no more debate. The an swers to these key issues formed the backb one of the visi on that would later be developed and ultimately lead to the saving of IBM.In parallel with resolv ing the key issues in his first mon ths at IBM, Gerst
7、ner grabbed hold of other key problems facing the compa nygett ing the rightleadership team, break ing up fiefdoms, alig ning compe nsati on with performa nee and creati ng a pay-for-performa nee compe nsati on structure, establishi ng effective internal com muni cati ons, and effective exter nal (b
8、ra nd) com muni cati ons.It was only in the second year of the turn around that Gerstner turned his atte nti on to formal strategy. His descripti on of the strategyprocess parallelsmuch of the Simplified StrategicPla nning process. There is the recog niti on ofa coming cha nge in the in dustrysce na
9、rio as pers onal comput ing was expected togive way to n etwork computi ng. IBM developed assumpti ons about what it would take to wi n. The key in sight was see ing that the future value must come from in tegrati on of various ope n sta ndard comp onents in a soluti on rather tha n selling the prop
10、rietary system hardware that had built IBM in the preceding decades. This un dersta nding led man agers to develop growth strategies in each of their core bus in ess segme nts (services, software and comp onen ts) and to recog nize that, un like the do it all bus in ess model for the main frame, the
11、y would have to focus on segme nts where they could win.Strategy is fine, but no thi ng without the ability to impleme nt the pla n. The most interesting chapters of the book deal with how Gerstner was able to revamp the IBM culture to support and impleme nt the chose n strategies. He clearly un der
12、stood how culture is created in the first place, how it is valuable, how it can becomea n impedime nt to cha nge, and how to go about cha nging it. For those who struggle to impleme nt strategy only to find the orga ni zati on snap back to its old ways, these chapters may provide some ideas of how t
13、o achieve the n ecessary orga ni zati onal cha nge.Fin ally, the less onslear nedchapter is full of advice that practiti onersofSimplified Strategic Pla nningcan take to heart. Lack of focus is the most com mon cause of mediocrity A successful, focused en terprise is one that has developed a deepun
14、dersta nding of its customers n eeds, its competitive en vir onment, and its econo mic realities. This comprehe nsive an alysis must form the basis for specific strategies that are tran slated into day-to-day executi on. 事 Good strategies start with massive amounts of qua ntitativeanalysis.blended w
15、ith wisdom, insight and risk taking. True in tellige nee (not biased or wishful thi nking) wins wars Good strategy is long on detail and short on visi on allocati ng resources is where strategy becomes acti on strategy can only take you so far.i nthe end itcomesdow n to leadershipand executi on to a
16、chieve results superb executi oncomes whe n strategyis simple and crystal clear and theorga ni zati on has its values and commitme nts alig ned with that strategy. Leadership is critical and it takes passi on and in tegrity to do it well.分析说明IBM在转型时是否发展出新的愿景与使命，为什么?F面是古文鉴赏，不需要的朋友可以下载后编辑删除！谢谢！九歌湘君屈原朗诵：路英君不行兮夷犹，蹇谁留兮中洲。 美要眇兮宜修，沛吾乘兮桂舟。 令沅湘兮无波使江水兮安流。 望
