Ibm Decade of Transformation

Sean Li Professor Fraser MGMT 515 Case Write-up #1 October 30, 2014 Case 3 - IBM 's Decade of Transformation: Turnaround to Growth 1. What factors led to IBM’s success during the 1960s and 1970s and its problems during the late 1980s and early 1990s. IBM’s strategic positioning led to the company’s success in the 1960s and 1970s. Applegate defines four key factors of strategic positioning; product positioning, market positioning, business network positioning, and boundary positioning (Applegate

IBM case study: An analysis of the changes that Palmisano began implementing at IBM in 2005 using the Tushman-O-Reilly Congruence Model According to the Tushman-O-Reilly Congruence Model, for an organization to "successfully transform for the next generation, its four key organizational building blocks of critical tasks, people, organizational structure and culture must be aligned and in congruence" (Fan 2006). This model provided the basis for IBM's radical transformation in 2005 under the helm

IBM Case Analysis “What happened to IBM, the symbol of American supremacy?” -Challenge to America video, 1993 Problem Statement IBM needs to grow revenue and stay competitive in the dynamically changing computer marketplace of the 1990’s by maintaining technological leadership and accepting the organizational transformation which needs to be undertaken for them to excel. IBM needs to recapture their previously held powerful position in the personal computer and microprocessor markets and

IBM Case Analysis “What happened to IBM, the symbol of American supremacy?” -Challenge to America video, 1993 Problem Statement IBM needs to grow revenue and stay competitive in the dynamically changing computer marketplace of the 1990’s by maintaining technological leadership and accepting the organizational transformation which needs to be undertaken for them to excel. IBM needs to recapture their previously held powerful position in the personal computer and microprocessor markets and

Executive Summary IBM is among the oldest of the Fortune 500 companies with operations all over the world. The company is renowned for its capacity to transform careers and deliver innovative technologies and business solutions. Over the past decade IBM has undergone a transformation of its own as it shifts from hardware development to cloud computing and business consulting. The company sees this niche market as having huge potential to carry it forward into the ensuing decades. As IBM undergoes this

1 Dynamic Capabilities at IBM: Driving Strategy into Action (White Paper Draft) J. Bruce Harreld Senior Vice President IBM Charles A. O’Reilly III Graduate School of Business Stanford University Michael L. Tushman Harvard Business School Harvard University August 10, 2006 Copying or posting is an infringement of copyright. 2 Abstract In the past 15 years, the IBM Company has undergone a remarkable transformation from a struggling seller of hardware to a successful broad range

account of IBM 's historic turnaround told by Louis V. Gerstner, Jr., the chairman and CEO of IBM from April 1993 until March 2002. This book touches on Gerstner’s life before joining IBM, highlighting his years in McKinsey & Company, American Express and RJR Nabisco, but is primarily centered on his IBM experience particularly relating to the turnaround strategies he implemented which took IBM from less than $18 per share in 1993 to $78 per share in 2003 (Reuters, 2014). Gerstner’s tenure in IBM is boasted

IBM has mentioned that they had done an analysis of “over 75 companies on all aspects of their compensation and benefit plans and program” and their results have shown that they were offering significantly more to their employees than most other companies, “In pensions, IBM found that 75% of its competitors do not offer a pension plan and even fewer offer retire medical”

IVEy Richard Ivey School of Business The University of Western Ontario 910E08 IBM CANADA LTD.: IMPLEMENTING GLOBAL STRATEGY Ken Mark wrote this case under the supervision of Professor Deborah R. Compeau solely to provide material for class discussion. The authors do not intend to iIIustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management

Therefore, the Organizations is a substantial example to be analysed in this document, to demonstrate the ideas, characteristics, theories, as such as, the practical application of Innovation. As per IBM’s CEO message in the report for investors, “IBM is unique”, considering that it is the only company in IT industry, which “has reinvented itself” through different economic periods and various technology moments. (Rometty, 2015). The trajectory of the company is not just connected with the history