Who Says Elephants Can't Dance?: Leading A Great Enterprise Through Dramatic Change - Plot & Excerpts
I’d like to say something appropriately high-minded, like: “The courage of our convictions prevented us from joining this fool’s-gold rush.” In hindsight, the truth is that I’m still a little puzzled by just how easy it was for us to detach ourselves from the dot-com frenzy. In a speech to Wall Street analysts in the spring of 1999, I had a little tongue-in-cheek fun with the very serious subject of what was real and what was simply unreal. “These are interesting companies, and maybe one or two of them will be profitable someday. But I think of them as fireflies before WHO SAYS ELEPHANTS CAN’T DANCE? / 175 the storm—all stirred up, throwing off sparks. But the storm that’s arriving—the real disturbance in the force—is when the thousands and thousands of institutions that exist today seize the power of this global computing and communications infrastructure and use it to transform themselves. That’s the real revolution.” What did we learn? What were the real lessons, after all the meteoric ascents and equally rapid flameouts?
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