دانلود کتاب Corporate Crisis: NCR and the Computer Revolution

On Friday, the 13th of September 1991, the shareholders of NCR Corporation voted to merge their 107-year-old company with l 06-year-old American Telephone & Telegraph, the world's foremost communications company.

The merger, one of the largest in business history, ended AT&T's nine-month, sometimes acrimonious pursuit of a company which, like AT&T itself, had compiled a proud history of technical innovation and customer service.

AT&T viewed combining the two companies' assets and talents as a means of creating an opportunity, at a time when communications and computer networks are becoming integrated, to build "a great American competitor in the global information marketplace." To obtain this opportunity it was willing to exchange $7.4 billion worth of its stock for all ofNCR's shares outstanding.

The desirability of the NCR of 1991 contrasts sharply with its image in 1972. Then it was widely viewed as terminally ill, and destined to become another victim of the computer revolution. Corporate Crisis is the story of how and why that near-fatal illness came about. It is also the personal story of an unusual man from an equally unusual background who was summoned at the 11th hour to save the company from extinction.

Those who have participated in or been affected by the reshaping of a large company will find this book a fascinating and enlightening account of how such a transformation can be accomplished successfully, even against great odds. For the general reader, it reaffirms the principle that determination and persistence can overcome even the most difficult obstacles to individual achievement

Since his retirement from NCR, W. S. Anderson has served as a director or advisor to several U. S. and Japanese companies including RJR Nabisco, Consolidated Natural Gas Company, Philips Industries, Conner Peripherals, Concord Partners, Ernie Green Industries, Yamaichi Securities and Kansai Research Institute. Outside the corporate world, his activities have included the chairmanship of the Smithsonian Institution' s National Board, the Smithsonian Institution' s Quadrangle Committee (which successfully raised funds to build two new museums for Asian and African art), the National Foreign Trade Council, the Dayton Council on World Affairs, and the Dayton Performing Arts Fund.

Other business, educational and public service institutions he has served include the Air Force Museum, The Asia Foundation, Asia Society, Asian Institute of Management, The Business Council, Conference Board, Dayton Area Progress Council, Japan Society, J. P. Morgan International Council, National Council for U. S .-China Trade, SRI International, University of Dayton, U. S . DepartmentofEducation (Study of Education in Japan), U. S .-Hong Kong Economic Cooperation Committee, and U. S .-Japan Business Council.

Charles Truax, who assisted in the writing of this book, is a former newspaperman who joined NCR in 1953 where he spent the next three decades in media relations and executive speechwriting. He served four of the company's CEO' s , including 12 years o f close association with W. S. Anderson.