...more: http://www.ukessays.com/essays/business/business-environment-of-international-business-machines-corporation-business-essay.php#ixzz2zlzJOVvG Industry Overview and Principal Competitors Because IBM has a large diversified range of product and services, and is present in more than 170 Countries (IBM Form 10-K Annual 2010 Report, 2011) it ́s not easy to analyze the markets where it acts. Although, we can see some main competitors: Hewlett-Packard (HP) and Dell, each of these companies with a different focus area. Dell makes most of its money on PC and server hardware, while HP is more diversified as the leader in PCs and Imaging & Printing as well as offering IT services. Since IBM relies heavily on its Software and Services segment, it mainly competes with HP in the servers and IT services markets and with Dell in the servers and software markets. IBM is the leader in servers, IT services, and software. Also IBM leads HP and Dell in all measures of profitability, largely because IBM is focused on high-margin sectors such as services and software and has gotten out of the thin-margin PC business, in which HP and Del lare still heavily involved. In addition to HP and Dell, IBM also competes with smaller IT consulting firms such as Accenture. However, IBM leads these companies by a large margin in terms of revenue, profitability, and scale as we see on the next table. Finally, we put the data of Microsoft because it can permit us compare IBM with a large TI Company, but...
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...MARQUIS ROSABETH MOSS KANTER IBM: The Corporate Service Corps In February of 2009, Kevin Thompson, program manager for the IBM Corporate Services Corps sat down with Stanley Litow, Vice President of Corporate Citizenship and Corporate Affairs, and Robin Willner, Vice President of Global Community Initiatives at IBM. They had recently received the results of an independent evaluation of the first 100 participants in IBM’s new employee leadership development program called the Corporate Service Corps (CSC). The CSC was an international community service assignment for high-potential IBM employees and 2008 was its pilot year. 11 teams of IBM’s best global employees had been deployed to work for local partners, frequently non-governmental organizations (NGOs), in locations such as Ghana, Tanzania, Romania, Philippines and Vietnam. Each team had worked for a month on projects as diverse as digitizing the supply chain of the Ghanaian handicraft sector to establishing a strategic plan for the Davao City Chamber of Commerce in the Philippines that would maximize job creation among locally owned small businesses. IBM had high hopes for this program, both as a way to deliver social value to emerging markets, but also as an important strategic business initiative. As globalization had proceeded, IBM CEO Samuel J. Palmisano had focused extensively on making global integration successful and how the new business environment would require globalizing IBM from the “bottom-up.” The CSC was...
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...IT460 Unit 4 Assignment Dwayne M Sullivan Kaplan University Context Level Diagram This context diagram shows the scope and boundaries of the Training Information Management System. In this diagram, we see that the central process, which is the TIMS, will interact with six entities, which include the corporate client, the training administrator, the instructor, the student, the course, and the accounting system. Moreover, the interaction among these entities will involve six different data flows. The corporate client will be provided a training summary. The training administrator will receive training reports and will supply schedule decisions. The instructor will supply completion data and receive a class roster and course assignments. The accounting system will receive data regarding accounting. The course will receive course data from and supplied data back to the system. The student will request courses. When their request is processed, they will receive a confirmation and an invoice. The student can then submit a payment. Level 0 Diagram The training administrator will submit schedule decisions which are processed by the manage course scheduling process. The course management scheduling process will supply information about the course offered. This information might include course times, schedules, descriptions and so forth. The manage course scheduling process will also receive information from the courses. The Manage Course Scheduling process...
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...International Business Machines, abbreviated IBM and nicknamed "Big Blue" (for its official corporate color) was incorporated in the State of New York on June 16, 1911, is a multinational computer technology and IT consulting corporation headquartered in Armonk, New York, United States. Now, the chairman and CEO of IBM Company is Samuel J Palmisano. IBM manufactures and sells computer hardware and software, and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology. IBM has been well known as one of the world's largest computer companies and systems integrators. With over 388,000 employees worldwide, IBM is one of the largest and most profitable information technology employers in the world. IBM holds more patents than any other U.S. based Technology Company and has eight research laboratories worldwide. The company has scientists, engineers, consultants, and sales professionals in over 170 countries. IBM employees have earned Five Nobel Prizes, four Turing Awards, five National Medals of Technology, and five National Medals of Science. IBM competitors IBM's main competitors are Hewlett-Packard Company (HPQ) and Dell (DELL) but each of these companies has a different focus area. Dell makes most of its money on PC and server hardware, while Hewlett-Packard is more diversified as the leader in PCs and Imaging & Printing as well as offering IT services. Since IBM relies heavily on its Software and Services...
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...IBM Global Business Services Human Capital Management Achieving success in a globally integrated world: Enabling an adaptable workforce 2 You’ve remodeled your supply chain. Optimized your IT infrastructure. Overhauled your financials. But you’re still not getting the results you expect. So what’s missing? Like many companies, you may be overlooking your most valuable asset: your people. While human capital is an organization’s single largest resource, many companies don’t utilize their workforce to its fullest — even when they’ve been successful in maximizing other strategic business areas — leaving a huge opportunity untapped. By looking to the workforce to improve enterprise adaptability, innovation and productivity, corporate leaders can differentiate their businesses and stay ahead of the competition. Yet, to achieve true differentiation, companies must develop a more responsive, flexible and resilient workforce by finding better ways to source talent, allocate resources across competing initiatives, measure performance and build vital capabilities and skills. This requires developing programs that focus on workforce performance, identifying and employing talent globally, working collaboratively to accelerate change, generating innovation and producing measurable business results — now and into the future. 3 Providing solutions based on solid research IBM’s Global Human Capital Study 2008, which reflects the insights of over 400 senior executives...
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...worst year in its history. A lot of people chalk that up to the recession and the “dot-com bubble.” They seem to believe that when the economies of the world recover, life in the information technology industry will get back to normal. In my view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were feeling pretty good because things seemed to be getting better,” one executive remarked. “But we weren’t feeling great because we knew there were deep structural problems.” Those structural problems revealed themselves sooner than anyone expected and more terribly than anyone feared. Beginning in the first quarter of 1991, IBM began posting substantial losses. Between 1991 and 1993, IBM lost a staggering $16 billion. In April 1992, John Akers, IBM CEO from 1985 to 1993, vented his frustrations during a company training program. His comment, “People don’t realize how much trouble we’re in,” made its...
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...IBM REINVENTING EDUCATION: Research Summary and Perspective Introduction People all over the world are obsessed with improving public education. During the last US election, Americans split historically over who would be the next president. But they were passionately united on the highest priority of the new administration: Fix education. In poll after poll, people listed poor student performance as the nation's greatest liability and its most critical need. Despite years of debate and scrutiny, worldwide comparisons like the Third International Mathematics and Science Study revealed the true extent of failing schools in the US. And while fixing public education tops our national agenda and many public and private institutions have attempted to address the challenge success stories are few and far between. Compounding the problem is a changing world with growing emphasis on highly-skilled individuals. Today's expectations for schools - that ALL children will achieve at a level much higher than required in previous eras - demands much more than a quick fix or a cosmetic approach. Poorly trained teachers, unfocused curriculum, and the inefficient use of resources inevitably result in poor student performance and the inability to compete globally. For the US, the stakes have gone up dramatically. People have also reached consensus on what public school reform looks like. It involves a radical shift from the status quo, with a new foundation built on standards, accountability, and...
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...IT report Starting the assignment When you receive an assignment topic, it is important that you understand what you are required to do. Your assignment will be assessed in relation to how well it answers the question. Your first step should therefore be to analyse the question. This analysis will assist you to: • determine how you should approach the task • clarify your thoughts on the topic • provide a starting point for a preliminary plan • identify what information is appropriate and relevant to the topic • provide an answer which is relevant to the topic You can work through the individual sections of this module in order by following the sequence in the navigation menu on the left, or you can jump around and focus on only those areas that you need to work on. Interpreting the assignment topic Before you begin working on an assignment, you need to understand what it is that the assignment is asking you to do. Your lecturer has written the assignment topic a certain way because he or she wants you to be able to demonstrate a certain type of understanding. Being able to interpret what the assignment is asking you to do is a vital skill. One of the first steps in interpreting the assignment topic is to identify the direction words which tell you what to do. Some of these words will be clear to you, but others will be unknown , and you will have to make sense of them before you know what's required of you. After you've done this, you're ready to begin analysing...
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...IBM Reduces Energy Costs and Environmental Damages International Business Machines Corporation (IBM) is the world’s largest information technology (IT) corporation. Also known as “Big Blue”, IBM was formed as the result of a merger between the Tabulating Machine Company, International Time Recording Company and the Computing Company of America. The merger took place in 1911 and shortly after Thomas J. Watson Sr. came aboard (IBM, 2008). He is accredited with transforming IBM into a leader of innovation and technology. Currently IBM provides business, technology and consulting services to its customers. In particular they offer consulting, delivery and implementation services, enterprise software, systems, microelectronics and financing. Direct competitors of IBM include: Accenture, Hewlett-Packard, and Microsoft. Whalen (2010) states IBM’s operations expand globally to over 170 countries. IBM headquarters are located in Armonk, New York. General Environment Social Cultural - IBM’s reputation was previously based on control. “Big Blue” controlled the mainframe market (hardware, software and applications). Presently, IBM has the reputation as an enormous, innovative information technology company (Blankenhorn, 2005). Their reputation is no longer based on control but the quality is experienced by customers. Their expansion has reached not only mainframe customers, but customers and businesses across the entire IT market. It is the opinion of the customers...
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...organizations, periodic performance appraisals are a formal method of evaluating employee work and determining merit increases. Noe, Hollenbeck, Gerhart and Wright (2003) suggest there are three key aspects of the performance appraisal process: (1) establishing mutual goals and objectives, (2) using a valid and objective measurement method, and (3) linking employee performance to compensation. This case study will define the performance appraisal process, these three aspects of performance appraisals, discuss their importance, and illustrate their general impact upon the organization. Finally, specific company examples will be offered to demonstrate how these appraisal steps are practiced at Hewlett-Packard, New York Life Insurance, and IBM. Establishing Mutual Goals and Objectives at Hewlett-Packard According to Noe et al. (2003), many companies establish goals and objectives as a means of communicating desired employee performance targets. The authors suggest that company interests can only be achieved when those interests are aligned with the skills and energies of the individual employee. A process of negotiation and compromise must occur between management and the employee in order to define specific standards of performance that match both corporate goals and individual abilities and interests. Noe et al. go on to report that mutual goal setting is an essential first step in the performance appraisal process and is required to provide a foundation for assessing both...
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...1. Case Background International Business Machines (IBM) was founded in 1888 as “Herman Hollerith and the Tabulating Machine Company”. It is an American multinational technology and consulting corporation. It manufactures and markets computer hardware and software. Thirty Six years after, the name of the company was changed to IBM Corporation. IBM was also known as the big blue. It ranked among the “Worldwide Top 20 Semiconductor Sales Leaders”. Some of the awards and recognition received by IBM are the following: 3 Noble Prizes, 4 Turing Awards, 5 National Medals of Technology and 5 Medals of Science. In July 2007, the company dealt with Spanish utility Iberdola, one of the world’s largest producers of renewable energy. The contract w/c amounts to $84.4 million will open an Innovation Center at Iberdola in Salamanca, Spain. The center will develop new information technology and provide services for the utility. Further, IBM will create a Global Center of Excellence for Nuclear Power in France to develop software and consulting services for the design, construction and operation of nuclear power plants. For the quarter ending 30 September 2007, IBM’s revenue increased by 7%. The increase came from Global Technology Services segment and higher sales from Software and Global Business Services segments. 2. 2a. General Environment Analysis: |GENERAL ENVIRONMENT FORCES |OPPORTUNITIES |THREATS ...
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...¿ES EL MOMENTO PARA EL CÓDIGO ABIERTO? A fines de la década de 1990, cuando el volumen de transacciones de E*Trade Financial se multiplicó, la empresa de servicios financieros en línea manejó este crecimiento al incrementar su capacidad en forma de servidores grandes de Sun Microsystems que ejecutaban Sun Solaris, la versión de Unix patentada por Sun. Para el otoño de 2001 el mercado accionarios tenía poca actividad, y los volúmenes de transacciones – lo mismo que el flujo efectivo de E*Trade – se derrumbaron estrepitosamente. La empresa decidió cambiar Linux ejecutándose en servidores IBM x355 basados en procesadores Intel de bajo costo para controlar los costos. Las pruebas preliminares que ejecutaron en Linux aplicaciones de autenticación, servicios de cotización, servicios de productos financieros y servicios de transacciones financieras de E*Trade mostraron que cada servidor con sistema operativo Linux podía manejar alrededor de 180 usuarios al mismo tiempo, en comparación con los 300 a 400 usuarios simultáneos en uno de los servidores de Sun 4500 de E*Trade. Con más de 180 usuarios se degradaba el rendimiento, pero con 180 más rápido que el servidor de Sun. El costo de un servidor Sun 4500 era de aproximadamente 250,000 dólares. Aun cuando cada computadora con Linux podía manejar sólo 180 usuarios a la vez, únicamente costaba 4,000 dólares. E*Trade tan sólo necesitaba comprar dos computadoras con Linux por un costo total de 8,000 dólares para suministrar las...
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... Introduction: 4 1.1. Organization (IBM) brief: 4 1.2. Services provided by the organization: 5 2. Employee management in the organization: 5 2.1. Technologies invented and business: 5 2.2. Various collaborations: 7 2.3. Implementation of knowledge management strategy: 7 2.4. Post implementation analysis: 8 3. Potential application: 8 3.1. Communities of practices within the company: 9 3.2. Organizational influences: 10 3.3. Community evolution in IBM Global Services: 10 3.4. Patterns followed: 11 4. Conclusion: 12 References: 13 1. Introduction: Knowledge management (KM) is group of processes that concerns the creation, distribution and consumption of knowledge. It’s a broad topic and is not only a technological strategy. It mainly governs the whole process of discovery and formation of knowledge. KM balances and increases other managerial initiatives such as total quality management (TQM), business process re engineer (BPR) and organizational learning providing a latest and urgent focus to continue competitive spot (Abrahamson, 2003). In order to serve the customers well and remain in the business knowledge management should be applied. But none of it would be possible without a continuous focus on formation, updating, accessibility, quality and the use of knowledge by all the staff and teams at work. 1.1. Organization (IBM) brief: The International Business Machines Corporation, commonly known as IBM is a multinational company and consulting...
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...THE RISE OF IBM 1900-1970 To meet the needs of measuring population the US Census Bureau sponsored a contest to find the most efficient means of tabulating census data. The contest was won by German immigrant and Census Bureau statistician, Herman Hollerith. Hollerith formed the Punch Card Tabulating Machine Co. in 1896. In 1911 Hollerith’s company merged with Computing Scale Co. of America and International Time Recording Co. to form Computing-Tabulating-Recording Co. During the period between 1910 and 1960, it developed products from punch-card tabulating machines to room-sized calculators to mainframe computing systems for large enterprises and changed the nature of accounting, calculation and basic back-office business processes. In the 1970s and 80s, IBM product lines expanded from its traditional mainframes to minicomputer and personal computers and applications moved from backend operations to departmental operation. In 1981, the company introduced the IBM Personal Computer or PC, allowing the use of computers in schools, homes and businesses. Components for the computer were sourced from outside the company. It developed products from punch-card tabulating machines to room sized calculators and main frame computers. The company manufactured and sold products ranging from commercial scales and industrial time recorder to meat and cheese slicers, tabulators and punch cards. In the beginning the company operated in New York City only. Within a short period...
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...Antecedentes históricos: Uno de los primeros dispositivos mecánicos fue el ábaco. Este dispositivo es sencillo, esta echo de cuentas ensartadas en varillas, que se encuentran montadas en un marco rectangular. En 1642, el matemático francés Blaise Pascal (1623-1662) construyo la primera sumadora mecánica, la Pascalina. La Pascalina funcionaba a base de complicados mecanismos de engranajes y ruedas. Solo funcionaba para realizar sumas y restas. En 1671, Gottfried Wilhelm von Leibniz (1646-1716) diseño otra sumadora mecánica, que concluyo en 1694, llamada Calculadora Universal, esta era capaz de sumar, restar, dividir y obtener la raíz cuadrada. En 1801, Joseph-Marie Jacquard (1752-1834) ideo un telar que producía patrones de tejidos a través de tarjetas perforadas, estas tarjetas eran patrones de agujeros perforados en papel rígido. Para cambiar el diseño de tejido, solo se necesitaba cambiar las tarjetas perforadas. El telar de Jacquard sirvió para el futuro desarrollo de computacional, ya que con las tarjetas perforadas, se dio la primera codificación de la información, siendo las tarjetas perforadas el input y el tejido el output, además que se realizó por primera vez programación de las instrucciones En 1823, Charles Babbage (1791-1871) idea la máquina de diferencias, capaz de calcular e imprimir tablas matemáticas de hasta veinte cifras con ocho decimales y polinomios de sexto grado. Lamentablemente esta máquina nunca pudo ser terminada, debido a la falta de apoyo económico...
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