CHRISTOPHER MARQUIS ROSABETH MOSS KANTER IBM: The Corporate Service Corps In February of 2009, Kevin Thompson, program manager for the IBM Corporate Services Corps sat down with Stanley Litow, Vice President of Corporate Citizenship and Corporate Affairs, and Robin Willner, Vice President of Global Community Initiatives at IBM. They had recently received the results of an independent evaluation of the first 100 participants in IBM’s new employee leadership development program called the Corporate Service
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MGMT 201 Case Study Assignment Turnaround at IBM – page 124-125 Lou Gerstner was entrusted by IBM to take a faltering business and turn it into the multi-billion dollar corporation that it is today. In the early 1990’s, IBM sales were declining at a rate, which would undoubtedly force the company into bankruptcy. This trend was largely caused by IBM’s lack of diversification and primary focus on building and selling computer systems with an emphasis on mainframes. As new corporations began
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IBM is a multinational corporation that started its activities in 1911. But its origins can be traced back to 1890, during the height of the Industrial Revolution. It was first known as the Computing-Recording Company, then in 1924, it took the name of International Business Machines. Nowadays, this multinational company is known as the « Big Blue ». IBM main activity is to find solutions to its wide range of clients using advanced information technology. Its clients are individual users, specialised
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implemented have to be done with the consideration of maximising the reaping of potential advantages of diversity while minimising its potential disadvantages (Cox, 1994). Studies have indicated that embracing diversity has a positive impact on individual productivity, organizational effectiveness and sustained competitiveness. It enables the creation of new and innovative ideas from employees equipped with a variety of different experiences and beliefs. These are vital to the growth of the organization
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in competitive advantage over other firms. Investigations are conducted to deal with specific business issue of technology. A report is prepared on procuring I.T. services from IBM. Companies have the intention of connecting with IBM for I.T services news and information through the Internet. Business services offered by IBM are being studied, and a particular focus is on consulting and information services. Website services and other Application services are also investigated to report on I.T. issues
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2009 Corporate Responsibility Report IBM Corporate Responsibility Report 2009 letter from the chairman Samuel J. Palmisano Chairman, President and Chief Executive Officer our company IBM basics The role of the ibmer A world of global citizens employees Investing in the IBMer ibmers in service Corporate Service Corps enters its third year communities Engagement, expertise and sustainable service environment Environmental sustainability, inside and out supply chain A holistic approach Governance
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IBM Business Consulting Services Challenges for the automotive industry in an on demand environment Seven areas of strategic action Executive brief ibm.com/bcs Contents 1 1 1 3 4 7 Introduction The automotive industry is facing new and pressing challenges. Globalisation, individualisation, digitalisation and increasing competition are changing the face of the industry as we know it. In addition, increasing safety requirements and voluntary environmental commitments by the automotive
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Social Networking has been on a steady climb amongst millions of internet surfers. The dominance of landlines phones are a thing of the past. The new craze for communication is Social Networks. Facebook and Twitter are among some of the current poplar ones. Which literally hundreds of ways to access these websites, makes them almost a necessity to be a part of. How does this current trend affect the society of the world today? This trend extends worldwide with instant access to almost anyone anywhere
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view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were
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