Business Wisdom of the Electronic Elite: 34 Winning Management Strategies from C EOS at Microsoft,: Compaq, Sun, Hewlett-Packard, and Other Top Compan

by Geoffrey James

Presents strategies for managing and motivating employees in the information age. This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 0812963792
• ISBN13: 9780812963793
• Release Date: May 1996
• Publisher: Crown Business
• Length: 254 Pages
• Weight: 1.95 lbs.
• Dimensions: 1.0" x 6.5" x 9.7"

Customer Reviews

Reinforce the New Culture

Who are the electronic elite? 1. Bill Gates, Mitchell Kertzman, Safi Qureshey, Eckhard Pfeiffer, Sall Narodick, Mitch Kapor, Steve Jobs, Michael Dell, and Lew Platt. How did the electronic elite differ from past executives? 1. They have a different mindset from the executives of the past. 2. They bring unique leadership quality to the business world. 3. They are creative and build organizations that are productive and yet humane in their treatment of their employees. 4. Bureaucracy is almost nonexistent. 5. There is an egalitarian energy that inspires employees to try to change the world. 6. They have learned to create organizations that are both creative and flexible. What has changed? 1. Computers have changed the world; computers affect almost every facet of life; our economy depends of computers to measure, transmit, and verify financial transactions; and the global communication network brings information locally. 2. Corporations are struggling and in many cases failing to meet the challenges of computer technology. One of the hardest hit sectors is the computer industry itself. Computer vendors had customers, money, experience, and technology but failed to maintain market position and profitability. The once respected giants of the industry are suffering from upstart competition. 3. Has the electronic elite have learn what works and what works and what does not work in the business environment of the future? What was it about these upstarts that allow them to perform so well in face of such powerful and entrenched competition? 1. The electronic elite believes and feels that they are a part of a different culture. 2. They believe they have made a radical departure from the management styles and corporate behaviors of the past. 3. Mitchell Kertzman said, "IBM simply got too bureaucratic to be nimble when technology changed...If your culture is bureaucratic, you will not succeed in technology-period." 4. The electronic elite believe that their organizations are successful because they have successful cultures. What kind of culture leads to success? 1. Decentralized companies have become more effective competitors than the centralized companies that preceded them. 2. Employees started using computer word process and email to correspond; the new technology connect the company through interconnected networks; the new technology was accepted and implemented within one decade; the technology explosion transformed completely the ways people worked and lived. 3. In a global sense, culture, not technology, always has determined which nations have prospered. Certain cultures are better suited to take advantage of advanced technologies than others. 4. Hammer and Champy, authors of "Reengineering the Corporation" admit that 70 percent of all reengineering campaigns fail. What is Corporate Culture? 1. Authors Deal and Kennedy define Corporate Culture, as, "a strong system of informal rules that spells out how people are to behave most of