Who Says Elephants Can’t Dance? Leading a Great Enterprise through Dramatic Change by Louis Gerstner

When Louis Gerstner was hired to lead IBM in 1993, the company was a shadow of what it once was. IBM had been pushed too far into the engineering and technology markets, while its mainframe computers were no match for the more remarkable PCs and laptops that were being produced by rivals such as Compaq, Dell, and Microsoft. IBM was facing a significant financial crisis and Gerstner was tasked with transforming the company from a conservative and entrenched bureaucracy into a modern and competitive business.

The challenge of turning around IBM was a daunting one, and it required decisive measures to be taken. Gerstner's strategy for dealing with the problem was a shift away from IBM's previous focus on hardware production, and toward a service-oriented approach that would help to differentiate the company from its competition. To achieve this goal, Gerstner cut research and development budgets, reduced staff, and sold off some of the company's nonperforming divisions. The result was a leaner, more financially secure IBM, with a greater emphasis on software and services.

Gerstner also moved to expand IBM's presence in the global marketplace by entering the technology consulting and business services industries. He spearheaded the development of the Global Services business unit, which provided software and services for businesses around the world. This new direction allowed IBM to tap into new markets and generate revenue in ways it had never done before.

Gerstner's most significant achievement, however, was his ability to inspire IBM employees to accept and embrace the dramatic changes he was making. He proved to IBM employees that dramatic change could bring success, and he led the company to record-breaking profits and market share gains in the mid-1990s.

Gerstner's 2002 book, Who Says Elephants Can't Dance?, recounts his experience leading IBM during one of the most tumultuous and demanding times in the company's history. The book details the successes and failures he encountered while attempting to reshape IBM into a more viable and profitable business. Gerstner also discusses how he drove IBM's new corporate culture of cooperation, innovation and customer-focus, and how IBM's employees were able to achieve remarkable levels of success even during a difficult period.

In Who Says Elephants Can't Dance?, Gerstner offers a rare and fascinating look into the complex world of corporate turnarounds. He provides valuable insight into how large organizations can be successfully changed and he demonstrates how dedication, focus and perseverance can lead to tremendous success.

Gerstner's message is an inspiring one, and he shows how companies can successfully pivot in the face of dramatic change. While some of his methods have been debated and criticized, it is undeniable that he was able to lead IBM during a critical time and to ensure its long-term success. Who Says Elephants Can't Dance? is a must-read for anyone looking to gain a deeper understanding of the strategies and tactics needed to lead a successful enterprise in a chaotic and ever-changing business environment.