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

My university suggested to all students that they read this book. I agree very much with their focus on why students should learn how to manage and lead. IBM was once a has been corporation in the early 1990s until Lou Gerstner showed them how to be nimble and respond to customer needs. IBM lost its focus because it did not focus its energies on exploiting the innovations of its labs. They were losing money faster than at anytime in the past. Only Gerstner showed how they could focus their energies on creating value in the marketplace. Gerstner's sage advice and guidance helped IBM survive this struggle to become profitable again. IBM is such a huge technological company that one wonders how Gerstner turned around this company. His leadership saved IBM. One wonders if he could save a company like GM or Chrysler now. This is a great book to read on leadership and common sense. You don't have to be a genius to be a leader. What you need is the ability to focus on your organization's strengths and weaknesses. Improve your weaknesses and exploit your strengths.

Having spent twenty-three years in management before I became an entrepreneur, I recognize that moving from one side of the desk to the other side may be the longest journey a professional person ever makes. When we shift into a leadership spot, not only do we find that our prior perceptions might have been totally inaccurate, we have to address personal and professional challenges we would have never imagined. I applaud this book as one man's record of what life at the top is really like. He won me over immediately when he decided to wear a blue shirt because everyone else was wearing white. Thoreau would have applauded his individualism. With my current profession dedicated to improving individual and corporate communication, I agree with Gerstner's assertion that "No institutional transformation takes place, I believe, without a multi-year commitment by the CEO to put himself or herself constantly in front of employees and speak in plain, simple, compelling language that drives conviction and action throughout the organization." Another striking bit of Gerstner wisdom: "Success in a company comes foremost from success with the customer, nothing else." He's right on target again when he observes that "lack of focus is the most common cause of corporate mediocrity." Yet Gerstner goes beyond mere platitudes: "Execution--getting the task done, making it happen--is the most unappreciated skill of an effective business leader." Possibly two of Gerstner's words capsule his approach to awakening IBM to its possibilities: "constructive impatience." In my judgment, Louis Gerstner should rank alongside Jack Welch as a take-no-prisoners leader. Read this book, and you will agree that he was the right man at the right time for IBM.The Complete Communicator: Change Your Communication-change Your Life!

At the outset, it is important to understand that this volume is not an autobiography; rather, in response to apparently substantial curiosity, Gerstner offers his explanation of how he and his associates achieved what he calls "IBM's historic turnaround." In process, he also explains how and why he became CEO, what his initial assumptions about the company were, to what extent they proved wrong (and why), and finally, what he had learned by the time he resigned as CEO after guiding IBM from April 1993 until March 2002. Having carefully observed Gerstner during the infrequent interviews to which he reluctantly agreed, the book seems to have been written by him without assistance except stenographic. The style and tone as well as the observations are clearly his. This is important. More often than not, a book bearing the name of a CEO as its author has been rigorously edited and thoroughly sanitized by one or more "manuscript doctors" before publication. Not so with this one.Its title was perhaps suggested by that of a book written by Rosabeth Moss Kanter (When Giants Learn to Dance, 1989) and implies that it may be unlikely but is nonetheless possible for an organization as large and as cumbersome as IBM once was to become "quick on its feet" again. Soon after becoming CEO, Gerstner realized that IBM's culture -- not its core strategies -- prevented it from being able to "dance." As Gerstner observes, "[IBM's] decades-long run of uninterrupted success ties in with the other closely related, and vitally important, aspect of IBM's recent history. This is about its corporate culture -- specifically, the kind of culture that arises in an environment without intense competitive pressure or threats." By the time Gerstner had become CEO, the company and its people had lost touch with external realities. It was widely believed that what was happening in the marketplace was essentially irrelevant to the success of the company. "IBM's dominant position had created a self-contained, self-sustaining world for the company. IBM had ridden one horse, and ridden it well. But that horse could carry it only so far before it broke down. This was the corporate culture which Gerstner encountered as he assumed his duties, a culture the product of two predominant forces: the runaway success of the System/360, and, the impact of the antitrust suit filed against IBM by the United States Department of Justice on January 31, 1969, the final day of the Lyndon B. Johnson administration. "For thirteen years IBM lived under the specter of a federally mandated breakup." It would be a mistake to assume that most of the credit for what was accomplished at IBM during Gerstner's tenure as CEO should be given to him. He dedicated this book to "the thousands of IBMers who never gave up on their company, their colleagues, and themselves. They are the real heroes of the reinvention of IBM." This book explains how that was accomplished, a transformation whose objective was to re-establi

One caveat: Lots of these reviews are really reviews of "do I like Lou Gerstner?" and not the ideas he offers in his book. My review is about the book and whether its arguments are useful to business people. On that basis alone, I rate it highly.I thought his chapters on lessons learned are quite good, especially where he distinguishes between vision and strategy. In my opinion, he offers a lot of great insight on this in a small amount of text.I couldn't get a clear picture of whether people were treated with dignity in the downsizings. On one hand, I've heard some pretty cold stuff outside of Lou's book. On the other hand, I worked at IBM in the late '80s as an intern and the culture was DEEPLY complacent and isolated from the real world. I suspect that the reality is somewhere in-between but the "numbers guys" argue one extreme while the people who paid the price argue just as forcefully the opposite extreme.I also think his chapters on being willing to challenge the conventional wisdom were valuable. I remember when Gerstner went to IBM and the conventional wisdom really WAS that Gerstner should become a high-tech hipster who could talk client/server acronyms, should 'harvest' the 390 business, and break the company into a bunch of 'baby blues.' I think it underestimates his (and clearly IBM's) accomplishments to not acknowledge it took serious decision clarity and courage to go against that conventional wisdom at the time -- especially given the financial pressures on the firm.So the bottom line is I think the book offers good insight for how to think clearly about your business, what your franchise really is, what your opportunities really are, and how to make clear decisions based on trusting a clear thought process that filters out lots of background noise.

Lou Gerstner has succeeded in writing a book which both provides valuable insights into the computer industry and the situation and success of IBM, as well as providing a roadmap for leaders seeking to effect strategic change in any industry. He reveals that IBM was close to running out of cash in 1993 before he stepped in and kicked out the investment bankers (later pilloried as greedy suppliers of the "hooch for all of the wild speculative periods in our economic history") who were preparing to sell of IBM, a national treasure, in pieces.The book is easy to read, non-technical, and laced with interesting anecdotes. Turning around IBM was one of the greatest business achievements of our time. I have worked much of my career in companies that competed against IBM and have known many ex-IBMers. All continue to have great respect for the people and the organization. There is no question that IBM had, and has, some of the best people in the world. Yet, they became unable to execute appropriate strategies quickly, losing much of their market share in the process. Lou Gerstner rejuvenated the company, a task which is rarely permanently successful in the high technology world. Today, IBM still sells mainframes (much less expensive now, but an extension of the basic architecture introduced in 1964). And, that technology is still at the center of the IT organizations of many of our largest companies. Introduced later, but now long gone, are the Digital VAX, the Intel 8080, the Zilog Z80 and various computer architectures from the likes of Prime, Wang, Data General, etc. Most have been replaced by Unix or Windows.We have Lou Gerstner to thank for saving IBM. As the book describes, he did it by focusing on the customer, eliminating useless bureaucratic processes, and, as a non-engineer, understanding the business implications of technology change better than most within IBM. But, it was execution, focus on cash flow and profits over revenues, and constant attention to detail in strategic planning and monitoring, together with communications and leadership which saved the day for IBM.The title is interesting. Elizabeth Moss Kanter, a Harvard Business School Professor, wrote Teaching Elephants to Dance in 1989. Gerstner refers to some of her other works late in the book, but not this one, which appears to have provided the inspiration for the title of his book.