“Who Says Elephants Can’t Dance? is an autobiography of Louis V. Gerstner, Jr., who was the CEO of IBM from 1993 to 2002. In the book, Gerstner describes how he turned around IBM, which was struggling at the time, and transformed it into a successful company again. The title of the book is a reference to the common phrase “elephants can’t dance” which means that large organizations are too slow and bureaucratic to adapt to change, but Gerstner believed that IBM could change and succeed, despite its size and complexity.
Focus on the Customer
Gerstner emphasizes the importance of putting the customer first and meeting their needs. He notes that IBM had lost sight of this in the past, and refocused the company’s efforts on understanding and serving their customers.
Be Bold
Gerstner encourages leaders to be bold and take risks, rather than always playing it safe. He notes that this can be challenging, but that it is necessary to drive innovation and growth.
Embrace Technology
Gerstner highlights the transformative power of technology and encourages companies to embrace it rather than fearing it. He notes that technology can be a powerful tool for innovation and growth, but must be used wisely.
Lead with Integrity
Gerstner advocates for leading with integrity and prioritizing ethical behavior and values. He notes that this is not only the right thing to do, but also a key driver of long-term success and sustainability.
Value People
Gerstner emphasizes the importance of valuing and investing in people. He notes that IBM had a wealth of talented employees, but that they had become demoralized and disengaged. By focusing on their needs and providing opportunities for growth, Gerstner was able to turn this around.
Break Down Silos
Gerstner stresses the need to break down silos within an organization and encourage cross-functional collaboration. This allowed IBM to be more agile and responsive to changes in the market.
Focus on Results
Gerstner advocates for a results-oriented approach to management, rather than focusing solely on processes and procedures. He notes that this requires a shift in mindset, but can be a powerful tool for driving success.
Communicate Clearly
Gerstner stresses the importance of clear and open communication, both within an organization and with external stakeholders. This helps build trust and transparency and ensures that everyone is working towards the same goals.
Embrace Change
Gerstner discusses the importance of being willing to change and adapt to new circumstances. He notes that IBM had been resistant to change in the past, but by embracing it, the company was able to turn its fortunes around.
Simplify Processes
Gerstner recommends simplifying processes wherever possible, to reduce bureaucracy and increase efficiency. He notes that IBM had become too complex and convoluted, and streamlining its operations was crucial to its success.
