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Ibm Canada Ltd: Implementing Global Strategy

In: Business and Management

Submitted By natalia30
Words 4578
Pages 19

Richard Ivey School of Business
The University of Western Ontario




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 Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorizalion by any reproduction rights organizalion. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, e/o Richard Ivey School of Business, The University of
Western Ontario, London, Onterio, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail
Copyright © 2010, Ivey Management Services

Version: (A) 2010-03-29


"Sorne managers are asking us to delay the switch from our locally supported CRM software to the new global application," said Peter Silvanovich, business transformation executive, Sales & Distribution, IBM
Canada Ud. (IBM Canada). Silvanovich had responsibility for - among other things - introducing, maintaining and retiring software programs to support IBM Canada's business needs. On October 12,
2009, Silvanovich was speaking to his Canadian executive team about the progre ss ofthe global customer relationship management (CRM) rollout. He stated:
In an ideal world, we would be fully switched over within two months, as is indicated in the plan. About half of our employees have completed training on the new program and are ready to be switched overoHowever, other colleagues have commented...

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