Who Says Elephants Can't Dance? Inside IBM's Historic Turnaround

It was interesting to read this as I spent almost a year working for IBM myself in 1998-99. It was interesting to read the story of people well above my pay grade and how they thought and what were the plans. He did visit during my tenure, but I was in training at the time so we missed him.

It's an interesting look at a change of culture and change of thinking that took IBM from where it was in 1992 to where it is now. I don't think it could have survived as it was and it will be interesting to see where it goes.

I'm sure there are things he left out, arguments and disagreements but overall it's an interesting look at a company changing from being a manfacturer of computers to more of an e-business. It was a hard change, and I saw some of show more it happen when I was there but I was only a lowly tech support person so it's interesting to get some of the big picture. show less

A frank and detailed account of how Gerstner took charge of the grand old company at a time when it was struggling, and managed to turn it around. A great read for anyone landed with similar responsibilities in a company, big or small.

Full disclosure: I was first hired into IBM in 1996 right after grad school and while Gerstner was in charge. I was pretty low in the organization and never really saw the real IBM. I left in 1998. I am now back at IBM after they acquired the company I am working for. I now am seeing the real inside of IBM.

If you are looking for a good book from a CEO written from a CEO's perspective, this was an excellent read. It was a brutally-honest, no-nonsense look at what it took to turn around a large failing company. The book never pretended to be more than it was and Gerstner avoided discussing things he did not know. Running a company requires hard choices and Gerstner gives you insight into how that process works.

It was OK. The first couple of chapters before Lou joined IBM were interesting. Once he joined the book just skimmed the surface of both IBM issues and his thought process. It focused mostly on his successes without including any of the failures that must have taken place. The little bit of history on IBM was interesting. Wish there was more. It was mildly motivating, but overall I did not come away with much. Except loved the quote “not what you expect but what you inspect" matters for managers.

I read this book a couple of years ago, and I remember it being very interesting. Definitely a motivating story about how person can affect change in an organization.

Definitely a good read for anyone working in the corporate world and wants to learn about change strategy.

Gerstner talks about his taking over of a troubled IBM and turning it around. Change from individual fiefdoms and competing satraps to an integrated whole. Push into IT services, and decision to move away from hardware and PCs. Coining of the term and strategy around e-business.

Most important quote:"not what you expect but what you inspect" matters for managers. Employees will care most about things you look at. Metrics, passion, culture of winning are all important.

This is the classic history of the turnaround of IBM. If you know somebody working at IBM you should know this story.