Ibm 's Value Of Lifetime Employment

With the ever increasing pace of change in the world, today’s market leader can be out of business tomorrow if the organisation fails to adapt to the changes around it. One of the key assets of each organisation is its human capital, i.e. the knowledge, skills and abilities of its staff. If the organisation is to adapt,

IBM’s HR strategy identifies company characteristics that motivate and energize employees. IBM motivates its employees through:

Through this case study I will be discussing strategic management. Strategic management can be defined as a process where an organization attempts to determine what actions need to be taken to achieve the overall objectives and more importantly how to meet them (Mello, 2015, p. 114). For a company to strive and meet their goals, deadlines, and missions they must stay conscious of the strategic plan put in place for the success of the company. If the company does not have a good strategic plan the company could fail. With correct planning a company could succeed without fail. Something that needs to be taken into consideration in the strategic plan should be investing into the company’s human assets. At first it may look like it is causing the company more issues however in the long run it will strengthen the company and moral making a more successful company. This could help with customer relations, and the organization status which will help produce additional revenue for the company.

Although this was a Human Resource Management book the topics related to organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training all tie in to innovation and management process. With strategic management and innovation being a vital component to a company’s success, the topics that were discussed in the book provided great contents

4. Until 2003, HMI offered lifelong employment. How did this practice affect the company’s ability to staff the organization with managers and employees capable of executing the strategy? How did this practice build the organizational capabilities required for successful strategy execution?

Many business’ are not ran well if it is handed down through generations, IBM is an exception. Thomas Watson Jr. was not given the business, he earned his title and fortune. The purpose of my research paper is to show the significance of Thomas Watson Sr.’s

To answer the many external environmental factors affecting IBM’s personal computer business they must raise structural complexity and decentralize decision making through increasing the number of departments and personnel which individually address such boundary spanning environmental points as pricing, customer representation, and new technologies. Human resources must be effectively utilized as key personnel must be recruited both quickly in the transformation and in the future.

The book “Who Says Elephants Can’t Dance?” (Gerstner, L.V., 2002) is an 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 to be one of most successful corporate turnarounds we have seen in the last few decades. This book is divided into five parts “Grabbing hold “,” strategy”, “Culture”, “Lessons learned “, “observations “.

Question 1. What competences has IBM had to invest in arising from its transformation from a ‘product-centric’ to a ‘service-centric’ organization?

Prior to their cultural change that took place in the early 1990’s, many would have said that IBM was on a fatal downhill slide. At this point they were beginning to become obsolete. IBM at one point was among the leaders within the world for hardware/software development and information technology services, but all divisions within the organization were run independently from one another. They were not a unified enterprise. To solidify this even further, “rather than working together as a team, divisions competed against each other both internally and in the field” (DiCarlo, L., 2002).

IBM has weaknesses in the transformation of its business model. It is lack of flexibility in the transition because of its large company

Over the past five years, IBM has quietly transformed itself into a "software, solution and services" company. With the transformation from a hardware vendor to a solution provider, it has entered the area of consulting services.

In its infancy, Apple Computer Inc. began with the Macintosh personal computer. The company was founded on April 1, 1976. The founders were Steve Wozniak and Steven Jobs. They incorporated the company in 1977, on January 3rd, in Cupertino, California. In the twenty years that followed, the company produced personal computers. Besides the Macintosh, Apple Inc. made Apple II, and the Power Mac lines. Although they lasted for decades, during the 90’s the company experienced some turbulent times with low sales and market share. Steve Jobs left Apple Inc. and came back in 1996 when his company, NeXT was purchased by Apple. In 1997, Jobs became the interim CEO. In later years it became a permanent position for him.

It has constantly outperformed its competitors and has generated higher returns. IBM should continue to be a leader in differentiation by offering product and services through its constant strive of innovation. It should follow unique practices to maintain a strong culture and positively impact customer experiences. It should be open to change and blend itself to the environment adding its own stroke of colour (introducing new technologies according to the changing

Such concerns are successful in attracting better qualified and experienced persons. Since, there is a better man-power to development programmed; the employees are likely to join such organization.