...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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...9-411-097 REV: JULY 21, 2011 WILLIAM W. GEORGE Leading by Values: Sam Palmisano and IBM In 2002 Sam Palmisano became chairman and CE O of IBM, succeeding the legendary Lou E Gerstner. Gerstner, coming from RJR Nabisco and before that American Express, was sought out by the IBM board to replace John Akers as CEO when the c ompany was facing the greatest crisis in its s history; Gerstner took over IBM’s helm in 1994. IBM w as on the brink of bankruptcy, with many r shareholders pressuring management to capture near-ter m value by divesting pieces of IBM. At the time, Gerstner was viewed as one of the few executives w ho could save the compan . ny When Gerstner arrived on the scene, internal IBM te ams were considering splitting IBM into as many as 13 smaller companies, each of which could com pete as an independent en y. Ironically, in ntit the 1980s under the leadership of former CEO John Opel , IBM had fought off an anti-trust suit from the U.S. government seeking to break up IBM into mult iple companies because of its dominance of t the mainframe computer business. In this same time fram AT&T was ordered to separate its longme distance service, local telephone service, manufacturing a nd R&D into independent companies. Gerstner quickly concluded that breaking up IBM wo uld be a mistake of historic proportions. He l recognized that IBM had drifted from its roots of provid ing superior customer service and offering complete systems to its customers...
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...| | |IBM’s Decade of Transformation: Turnaround to Growth | |Team 5 Case Analysis | | | | | | | |“More importantly, the passion that had come from surviving its ‘near-death experience’ and then riding the wave of what many in the company | |were beginning to call the ‘next big thing’ captured the imagination and focused the energy of a demoralized workforce looking for a reason to| |reengage in building for the future.”—Lou Gerstner | | | | ...
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...advancements made. IBM has taken a leading role as a business process outsourcer and business transformation outsourcer. They have added value and managed business processes for companies located worldwide. With leading processes and lowest cost arbitrage they can successfully lead their industry by acquiring growing companies and continuously improving their processes. Can IBM successfully manage the acquisition of Daksh to achieve its on demand strategy? 1. IBM’s presence as a leader in providing end-to-end services 2. Improving BPO and trying to encourage customers to get BTO offerings. 3. Aligning IBM parent company with Daksh’s core values. Daksh is one of India’s largest independent business process outsourcing (BPO) service providers. IBM bought them out in 2004 for $170 USD. Daksh was praised for their effective leadership and strong operating model in BPO services, customer relationship management and finance and administration deliverables. Acquiring Daksh, it put IBM into the top five categories of service providers in India. IBM revenues in India had been $1.5 billion USD in 2005, which had been the company’s goal, $1 USD billion by 2002. Daksh held a third of Sprint’s BPO revenues and when IBM acquired Sprint, Daksh was handling some processes that were to be handled by IBM. IBM purchased Daksh at a premium price, even though some analysts say that the potential IPO out Daksh at a fifty to sixty percent premium, opposed to $170 million paid by IBM. Daksh employed...
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...Discovering Your Authentic Leadership (HBR Bestseller) LEADERSHIP & MANAGING PEOPLE HBR ARTICLE William W. George, Peter Sims, Andrew N. McLean, David Mayer, Diana Mayer 8.95 ADD TO CART SAVE SHARE HBR Tools: Better Meetings ORGANIZATIONAL DEVELOPMENT PRESS TOOLKIT 29.95 ADD TO CART SAVE SHARE First, Let's Fire All the Managers LEADERSHIP & MANAGING PEOPLE HBR ARTICLE Gary Hamel 8.95 ADD TO CART SAVE SHARE For the past half century, there has been consensus about the kinds of places effective business leaders are formed: companies like General Electric and Procter & Gamble, high-powered consulting firms like McKinsey, elite business schools like Harvard and Wharton, the military. But it’s a different world now. Markets and workforces are increasingly global and diverse. Change is so rapid that one leader can’t hope to keep abreast of all developments, much less be responsible for the innovation needed to keep ahead of them. Decision making is broadly distributed across an organization, and collaboration is required with numerous parties outside it. So it’s worth reexamining our image of the ideal business leader and how and where a person will acquire the attributes needed to become one. We may find that it’s through experiences unfamiliar to many of us and in places far from Cambridge or Crotonville. Linda Hill, the Wallace Brett Donham Professor of Business Administration at Harvard Business School, has looked at leadership from many perspectives...
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...IBM- International Business Machines Corporation Background International Business Machines Corporation, or well-known IBM, is an American multinational technology and consulting corporation, with headquarters in Armonk, New York, was founded in 1911 as the Computing Tabulating Recording Company (CTR) through a merger of three companies: the Tabulating Machine Company, the International Time Recording Company, and the Computing Scale Company. In 1924, CTR adopted the name “International Business Machines”. Today, IBM is ranked the second largest U.S. firm in terms of number of employees (433,362), fourth largest in terms of market capitalization, the ninth most profitable, and the nineteenth largest firm in terms of revenue by Fortune 500. IBM employs 105,000 workers in the U.S. with more than $106.9 billion in annual revenue. IBM produces computer hardware and software, and is one of the largest technology consulting businesses in the world. It operates in five primary segments: global technology services, systems and technology, global business services, software and global financing. The global technology services segment primarily includes IT infrastructure services and business process services. The systems and technology division provides IBM’s clients with business solutions built on advanced computing power and storage capabilities. Offerings include servers and infrastructure storage products; microelectronics for IBM systems and for sale to original equipment...
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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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...Executive Summary This paper reviews the competitive landscape of the PC and peripheralsindustry through analysis of thecompany strategy, business model, distribution channels, competencies and value chain to provide a series of recommendations for Acer’s Board of Directors. Acer is the third largest PC manufacturer in the globe using atransnational strategy to procure components to maintain cost leadership. By using strategic group maps, Porter’s five forces, SWOT analysis, value chain review and the Dranove model a comprehensive analysis of the Acer external and internal forces are reviewed. On the basis of the analysis a series of recommendations have been made to ensure that Acer remains competitive, retains the number 3 ranking and are sustainable into the future. It is recommended that Acer find blue ocean against competitors through the use of the premium branding of product, whether this be Ferrari or another premium luxury brand and determine if some of this can be derived from sustainable and green materials. Once these are determined it is recommended to use a balance scorecard with alliances to help drive innovation together with a tried and tested sales system to increase Acer market share. Background and Context Acer is the third largest PC Company in the world (9.5% market share) with growth being experienced outside the mature USA market, predominately in emerging nations. Although Acer experienced growth in 2007, increasing its sales by 32.9%, the PC...
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...Capitalizing on Complexity Insights from the Global Chief Executive Officer Study This study is based on face-to-face conversations with more than 1,500 chief executive officers worldwide. Samuel J. Palmisano Chairman, President and Chief Executive Officer IBM Corporation Letter from the Chairman 3 A note to fellow CEOs In the first chapter of this report on dealing with complexity, the CEO of an industrial products company calls the economic environment of 2009 “a wake-up call.” I agree. I’d only add that it was just the latest in a series of alerts that sounded during the first decade of this new century. In a very short time, we’ve become aware of global climate change; of the geopolitical issues surrounding energy and water supplies; of the vulnerabilities of supply chains for food, medicine and even talent; and of sobering threats to global security. The common denominator? The realities — and challenges — of global integration. We occupy a world that is connected on multiple dimensions, and at a deep level — a global system of systems. That means, among other things, that it is subject to systems-level failures, which require systems-level thinking about the effectiveness of its physical and digital infrastructures. It is this unprecedented level of interconnection and interdependency that underpins the most important findings contained in this report. Inside this revealing view into the agendas of global business and public sector leaders, three widely...
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...A Direct Threat to the Status Quo An Analysis of the PC Industry and Dell, Inc. I. Personal Computer Industry Summary a. Industry Profile b. Typical Industry Competitive Strategy c. Porter Model Evaluation d. Globalization of the Industry e. Importance of I/T to the Industry II. Dell, Inc. a. Dell Company Profile b. Market and Financial Performance c. Competitive Strategy Statement d. Significance of Information Systems e. Strengths and Weaknesses of Dell, Inc. III. Structured Analysis of Information Systems Use a. Strategic Option Generator b. Roles, Roles and Relationships c. Redefine/Define d. Significance of Telecommunications e. Success Factor Profile IV Final Analysis a. Success of Business Strategy and I/T Use to Date b. Have the Above factors Positioned Dell for the Future? Objective of this paper A thorough analysis of the PC Industry yields a unique look at the most dynamic market arena in the last 25 years. This analysis paper seeks to offer just that: an in depth view of what it takes to succeed in this marketplace. While focusing on the international end-user and corporate markets, important topics such as threats, tactics, and future trends of the core market players will be scrutinized. Further, we offer an in-depth look at how Dell Inc., one of the market’s most successful players, deals with these threats and competition...
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...IBM Sales and Distribution Thought Leadership White Paper Banking Cloud computing for banking Driving business model transformation 2 Cloud computing for banking Executive summary The banking industry is facing unprecedented changes. Control is now in the hands of the customer, rather than the bank. Customers are driving new business models. Their use of technology—in addition to changes in social and household dynamics—is driving business transformation. Banks need to react to this new customer-driven environment with innovation in business models, operations and IT. For banks, the value proposition for cloud computing affects the entire business. Cloud technology offers a new model for delivering innovative client experiences, effective collaboration, improved speed to market and increased IT efficiency. Cloud deployments are spreading and the technology is proving to be secure. More businesses are adopting cloud computing. In fact, according to the 2010 IBM CIO study, “Sixty percent of CIOs plan to use Cloud—up from thirty-three percent two years ago.”2 Today, cloud technology is not just a tool being used in IT, but a paradigm shift to an entirely new business model. ●● ●● ●● Changing business models have shifted from productcentric to customer-centric Enhanced regulation increases government oversight and intervention Increasing social and government pressure for financial inclusion To drive growth and innovation in banking, it is increasingly...
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...IBM International Business Machines Corporation (IBM) is a multinational computer technology and consulting corporation headquartered in Armonk, New York, United States. Operating through five segments: Global Technology Services, Global Business Services, Systems and Technology Group, Software, and Global Financing, IBM is the world's largest computer company and systems integrator. After selling its PC company division to Lenovo in 2005, IBM concentrated its business operations on providing infrastructure, hosting and consulting services. The company employs over 399,400 employees worldwide and serves clients in 170 countries. In 2009, IBM had annual revenues of USD 95.8 billion. Hiring and retention IBM includes a non‐discrimination statement that references disability in a number of its company policies, such as its Workforce Diversity Policy, Global Employment Standards Policy, Diverse Business Relationships Policy, and Supplier Conduct Principles. For example, IBM's Global Employment Standards states that “IBM will not discriminate in hiring, promotion, compensation of employees and employment practices on grounds of race, color, religion, age, nationality, social or ethnic origin, sexual orientation, gender, gender identity or expression, marital status, pregnancy, political affiliation, disability or veteran status”. Furthermore, in its workforce diversity policy, IBM emphasizes that the company will make workplace accommodations in order to ensure effective...
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...Patumtip W. ID 5210037 SEC 404 Individual Case Analysis: Acer America I. Strategic Profile and Case Analysis Purpose Case Summary The company was established in 1976 and began to expand internationally in the mid-1980s through strategic alliances. They’ve changed organizational concept into “client-server” model where the strategic business units (SBUs) and regional business units (RBUs) were given greater freedom to manage its unit locally. This led the company evolves towards a federation of locally responsive units close to their markets yet linked by the emerging Acer brand. In 1994, a U.S. based sourcing company; Acer America (AAC) foresees the opportunity to create a home PC with multimedia capabilities to sell in the market which they named it “Aspire”. The AAC’s RBU have outsourced other company to design the product since they aren’t specializing in this field and the development of the product has been kept in secret. Until it’s time to present to Taiwan’s SBU, the engineers felt they could be of only limited help at this stage of the development process that it created many challenges in getting the standard components to fit since they didn’t integrate from the beginning. The computer’s part was then break down into sub-assembly systems responsible by different product managers. The problem then arises as when one of the sub-assemblies delayed, the whole process also been delayed or when the final product has problem, the engineers had to decide where the problem...
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...ASTD Sales Training Drivers | 1 © 2010 by the American Society for Training & Development (ASTD) All rights reserved. Printed in the United States of America. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please contact ASTD, 1640 King Street, Box 1443, Alexandria, VA 22313-1443 (telephone: 703.683.8100, fax: 703.683.9203). Print edition ISBN: 978-1-56286-750-8 PDF e-book edition ISBN: 978-1-60728-862-6 Publisher: ASTD Press Writer: Jennifer J. Salopek Editor: Victoria DeVaux ABOUT ASTD ASTD (the American Society for Training & Development) is the world’s largest professional association dedicated to the training and development field. In more than 100 countries, ASTD’s members work in organizations of all sizes, in the private and public sectors, as independent consultants, and as suppliers. Members connect locally in 130 U.S. chapters and with 30 international partners. ASTD started in 1943 and in recent years has widened the profession’s focus to align learning and performance to organizational results, and is a sought-after voice on critical public policy issues. For more information, visit www.astd.org. The...
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...IBM Global Technology Services Thought Leadership White Paper Cloud Computing Defining a framework for cloud adoption How common ground can help enterprises drive success with cloud computing2 Defining a framework for cloud adoption Contents 1 Introduction 3 Looking at cloud computing across two dimensions 3 Cloud delivery models 7 Cloud service types 8 Roles in cloud consumption and delivery 10 Challenges and considerations 11 Summary Introduction With the many widely discussed advantages to cloud comput- ing, including elastic scaling, faster service provisioning, greater IT efficiencies and usage-based accounting, businesses are increasingly interested in adopting a cloud computing environment. Yet a swell in media and analyst coverage, plus a proliferation in cloud computing providers and marketing messages, has resulted in a great deal of confusion about what the term “cloud computing” really means. For example, some providers look at cloud computing as way to provide compute or storage capacity as a service, provi- sioned from a parallel, on-demand processing platform that leverages economies of scale. Others may equate cloud com- puting with software as a service, a delivery model for making applications available over the Internet. IT analysts view cloud computing from the perspective of variable pricing without long-term commitments and massive elastic scaling of services. IT leaders look at cloud as an infrastructure architecture alternative...
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