IBM Case Analysis

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IBM Case Analysis Summary of the Case IBM's dominance as a global leader in information technology and services has created a dilemma for the senior executives managing the company during the timeframe of the case study, IBM in the 21st century: The coming of the globally integrated enterprise (Kanter, 2009). The company struggles with an ethnocentric approach to making decisions it is very aware of, working to create more multicultural and hybrid-based management models that taker into account the specific requirements of low, intermediate and high-growth regions of the world. The mission of the Integration and Values Team (IVT5) is to create an integrated human capital supply chain that can be agile enough to align with specific product and service initiatives yet structured enough to capitalize on the inherent strengths of each nation. This challenge is evident in how the company attempts to balance growth opportunities in Brazil, Russia, India and China (BRIC) while still keeping established operations in lower-growth economies moving forward (Kanter, 2009). The IVT5's mandate is to create a more effective leadership structure for the company that has the ability to localize IBM to all markets served whole also capitalizing on the core strengths of innovation and customer-driven value that the company is well-known for (Kanter, 2009). IBM reported during the period of the case study that 60% of their revenues were derived from non-U.S. operations and 65% of

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