1) Pick a company (or a brand‚ institute‚ city or government….) which can be a client of IBM and describe three (3) specific benefits the Smarter Planet initiative can provide to the organization. Wal-Mart; (i) By managing and organizing Wal-Mart’s huge database through database management which will be help keep better track of inventory levels‚ merchandise assortment and product pricing. (ii) Help Wal-Mart better analyze buying behavior through implementation of smart systems. (iii) Increased
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IBM Case Study 1. What factors led to IBM’s success during the 1960s and 1970s and its problems during the late 1980s and early 1990s? Watson Jr. hit a home run when he invested $5 billion to develop the System/360 computer family‚ which utilized an integrated semiconductor chip and modular components. Taking full advantage of this innovative momentum‚ IBM debuted other products during that time which enabled the company to rise to the top of the IT industry. These products included hard and floppy
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1) IBM’s transformation from a “product-centric” to a “service-centric” organisation required investments in a number of key areas. The CEO of IBM at that time was Louis Gerstner Jr. He placed importance on focus‚ speed‚ customers‚ teamwork and execution. Gerstner totally revamped the company’s whole operating procedures‚ from top management to bottom‚ by standardising global core processes‚ centralising the company to leverage its strengths as provider of solutions to customers‚ fixing the core
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manage each type of business? How should a company like IBM (or AT & T‚ for example) manage the innovation process? What challenges did Sam Palmisano face as he assumed control of IBM in March 2002? Can a company like IBM (or AT & T) be organized for both innovation and efficient operation – can it be both “big” and “small”? What advice would you give Palmisano at the end of the case? After reading the case respond to the above questions. Be specific to in your responses to each question and provide
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1.0 About Sam Palmisano He began his career with IBM in 1973 as a salesman in Baltimore Maryland‚ Since then‚ Palmisano has held a series of leadership positions during his IBM career‚ including senior vice president for the Enterprise Systems and Personal Systems groups. Mr. Palmisano also played a key role in creating and leading IBM’s Global Services‚ rising to senior vice president‚ and building the largest and most diversified information technology services organization in the industry
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customers and employees. To rectify the imbalance‚ in 1995 Gerstner launched a diversity task-force initiative that became a cornerstone of IBM’s HR strategy. The effort continued through Gerstner’s tenure and remains today under current CEO Sam Palmisano. Rather than attempt to eliminate discrimination by deliberately ignoring differences among employees‚ harvard business review • september 2004 IBM created eight task forces‚ each focused on a different group such as Asians‚ gays and lesbians
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India‚ Brazil and Africa. Customer trends: 1. All the technologies are connected. 2. Custom-made solutions to all the technological problems. 2. Three ways IBM can communicate its strategy to companies‚ cities‚ and governments are: 1. Sam Palmisano sent out a message “Letter from the Chairman”‚ describing how the Smarter Planet initiative represented an infusion of intelligence into the way the world actually works. 2. IBM also used a print and television advertising campaign to add detail
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started as a salesman‚ he was deeply invested and passionate about the company’s success * Gerstner was an outsider‚ a former CEO of RJR Nabisco and an ex McKinsey consultant * To prove these new values were more than just window dressing Palmisano made changes immediately * He called the director of a major business unit‚ e business and charged her with identifying gaps between the values and company practices * He said an Organic system is what a company needs to adapt. Which is
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Introduction This report is a case study on IBM from 1993 to the present. The reporters’ objectives were to define the problems within IBM in 1993; management tools used to remedy these problems; if these solutions will lead to a sustainable competitive advantage; and what kind of innovators IBM is and what streams of innovation IBM is involved with today. This report is from a managerial science perspective‚ with a focus on innovation. Executive Summary This case involves IBM‚ an international computer
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CASE IBM : Restructuring The Sales Force In 1993‚ IBM’s Board of Directors decided the time was right for dramatic action. The once proud company had seen its sales fall from almost $69 billion in 1990 to $64‚5 billion in 1992. In the same period‚ profits plunged from $5‚9 billion to a loss of $4‚96 billion. In April 1993‚ the Board hired Louis V. Gerstner‚ Jr. to serve as its new Chairman and Chief Executive Officer and to turn the company around. Just three months into the job‚ Gerstner announced
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