That said, he lost some credibility with me in his chapter on "The System". Lou shows his distaste for government regulation then proposes an income tax revision that would tax away short term profits, a classic example of suggesting the system be micro managed with narrowly based regulation at a time when simplification and true reform are vital. And in case you didn't pick up his contempt for investment bankers earlier, this is the chapter where he really lets them have it. Ironically just after the book came out he signed on as the part-time Chairman of the Carlyle Group.
Which leads to the strongest impression the book left on me: Lou's true success will be measured by history that still has to be written. Mr. Gerstner will now sit on top of a company that lives off of a military-industrial behemoth that's bigger than ever forty plus years after Ike warned us of it. If he can do big things to make that system work for the greater good, he'll be a hero of the 21st Century. If, however, he is just renting out his Rolodex, "Elephants" could turn out to be another on the long list entitled, "buy the book, short the author."
Mr. Gerstner provides insight into his viewpoint of what was happening in the company and his own fears and concerns from before the day he was named CEO until his retirement in 2002. If you want to know what was happening at the top and what he was thinking as he went along, you will want to read this book. If you read and liked Lee Iococca's book on his turnaround of Chrysler you will find this book similar and also very interesting in its own right. A study in tough management and changing direction with a company that has its own momentum, "Who Says Elephants Can't Dance" is a recommended read.
The first thing that impressed me about the book was its very direct and concise style. Apparently, Gerstner wrote this book without the aid of a coauthor or a ghost-writer, so it is truly a first-hand story. Gerstner does not waste any of the reader's time. Each chapter has a very clear goal of what he is trying to communicate, and he gets to the point right away. I am usually disappointed by non-fiction authors that make excessive use of repetition in an attempt to drive important points home. Gerstner knows how to say it only once but precisely and lucidly.
The second notable aspect of the book was the modesty of the author. His humbleness starts from the very first page of the book:
This book is dedicated 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
Gerstner continues to give proper credit to the people who were responsible for some of the most critical decisions throughout the rest of his book. It is refreshing to see that a person with respect for others and an emphasis on ethics can still rise to the top position in one of the largest companies in the world and succeed in this age of megalomaniac CEOs and backstabbing corporate cultures.
Who Says Elephants Can't Dance? is required reading material for executives or people who are contemplating a career in corporate management. Though Gerstner's tone is surprisingly down to earth, he presents a set of strategies that are crucial for running a successful business. Gerstner shows that there is no magical formula for success. The basic tools are a lot of common sense, focus, execution and dedication. Many of the concepts presented in this book are likely to be beneficial not just inside the context of managing a large technology corporation but also for the leaders of any organization with culture, efficiency and execution problems.