The Limits of Strategy: Lessons in Leadership from the Computer Industry

THE LIMITS OF STRATEGY\nCopyright\nContents\nPreface\nIntroduction\nChapter 1 A MAD DASH THROUGH HISTORY\nChapter 2 THE STRATEGIC GOLD STANDARD:\nThe Watsons\nChapter 3 REORGANIZING TO REARM:\nFrank Cary at IBM\nChapter 4 THE COMPETITIVE LIMITS OF TECHNOLOGY:\nAmdahl versus IBM\nChapter 5 TRANSIENT TECHNOLOGY:\nTravails of the Mini Makers\nChapter 6 FIRST MOVERS:\nThe Dawning of the Personal Computer\nChapter 7 DEFEATED IN SUCCESSION:\nAn Wang at Wang Labs\nChapter 8 RETROSPECTIVE STRATEGY:\nJohn DeButts at AT&T\nChapter 9 FOREIGN CULTURES:\nAT&T’s Recruit from IBM\nChapter 10 THE PERILS OF INCUMBENCY:\nSun and Oracle Take Over the Neighborhood\nChapter 11 SELF-ACCELERATING ECONOMIES OF SCALE:\nApple, Microsoft, and Dell\nChapter 12 CHOOSING THE WRONG WAR:\nIBM Takes On Microsoft\nChapter 13 POWERING TO THE APOGEE:\nKen Olsen at DEC\nChapter 14 TUMBLING TO COLLAPSE:\nThe Palace Guard Ousts Olsen\nChapter 15 Field Force And Counterforce:\nDEC, HP, and IBM in Battle Mode\nChapter 16 Distracted By Competition:\nIBM Battles Fujitsu and Hitachi\nCHAPTER 17 Navigating The Waves At IBM:\nAkers Runs Aground, and Gerstner Takes the Helm\nChapter 18 Squandered Competitive Advantage:\nIBM Mainframes and Minicomputers\nChapter 19 Building A Great Business:\nPaul Ely at Hewlett-Packard\nChapter 20 CEO Tumbles:\nHewlett-Packard’s Horizontal Phase\nChapter 21 Limits Of Strategy?\nEpilogue Innovation