 | Kevin Maney - Business & Economics - 2003 - 512 pages
...aspect of the game — it is the game," Gerstner wrote in his book, Who Says Elephants Can't Dance? "In the end, an organization is nothing more than the collective capacity of its people to create value."5 One morning, soon after Gerstner took the CEO position, he walked out of his house to go to... | |
 | Louis V. Gerstner - Business & Economics - 2003 - 310 pages
...been wrong. I came to see, in my time at IBM, that culture isn't just one aspect of the game — it is the game. In the end, an organization is nothing more...the long haul if those elements aren't part of its DNA. You've probably found, as I have, that most companies say their cultures are about the same things... | |
 | Louis V. Gerstner - Business & Economics - 2003 - 310 pages
...been wrong. I came to sec, in my time at IBM, that culture isn't just one aspect of the game — it is the game. In the end, an organization is nothing more...the long haul if those elements aren't part of its DNA. You've probably found, as I have, that most companies say their cultures are about the same things... | |
 | Louis V. Gerstner - Business & Economics - 2003 - 310 pages
...been wrong. I came to see, in my time at IBM, that culture isn't just one aspect of the game — it is the game. In the end, an organization is nothing more...succeed over the long haul if those elements aren't part ot its DXA. You've probably found, as I have, that most companies say their cultures are about the... | |
 | James F. O'Hara - Industrial management - 2004 - 190 pages
...turnaround efforts at IBM. "I came to see . . . that culture isn't just one aspect of the game - it is the game. In the end, an organization is nothing more...marketing, financial management - any management system can set you on the right path . . .But no enterprise . . . will succeed over the long haul if those... | |
 | Robert V. Smith - Self-Help - 2005 - 240 pages
...Strategic Planning I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game. In the end, an organization is nothing more...collective capacity of its people to create value. —Louis V. Gerstner Jr. (1942— ), chairman and chief executive officer, IBM, 1993-2002 Second only... | |
 | Robert V. Smith - Self-Help - 2005 - 240 pages
...Strategic Planning I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game. In the end, an organization is nothing more...collective capacity of its people to create value. — Louis V. Gerstner Jr. (1942— ), chairman and chief executive officer, IBM, 1993-2002 Second only... | |
 | Timothy H. Warneka - Business & Economics - 2006 - 323 pages
...the like...I came to see, in my time at IBM, that culture isn't just one aspect of the game — it is the game. In the end, an organization is nothing more...collective capacity of its people to create value. 71 At first glance, many organizational cultures may appear similar. Most organizations present their... | |
 | Timothy H. Warneka - Business & Economics - 2006 - 324 pages
...like... I came to see, in my time at IBM, that culture isn't just one aspect of the game — it is the game. In the end, an organization is nothing more...than the collective capacity of its people to create value.71 At first glance, many organizational cultures may appear similar. Most organizations present... | |
 | William B. Rouse - Business & Economics - 2006 - 560 pages
...time, he initiated a major program to change the culture through the top leadership of IBM. As he said, "An organization is nothing more than the collective capacity of its people to create value." (Gerstner, 2002). Linking Vision to Core Values and Building Senior Commitment Between 1994 and 2001,... | |
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I came to see, in my time at IBM, that culture isn't just one aspect of the game — it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value. Vision, strategy, marketing, financial management... 
