IBM Case Study Group 3 2 draft
IBM Case Study
Liberty University
Christopher Eze, Karen Goosen, Myletta Lacey, and Katie Savage
IBM Case Study
Executive Summary
International Business Machines Corporation has been an innovative technological company for more than 70 years. At IBM, employees take pride in enabling the world and customers to live in a smarter planet with smarter commerce, smarter computing, and smarter cities. IBM offers many different business and computing offerings in order to meet its customer’s needs. Through new innovations, implementation of the Cloud and expanding its global strategy by doubling its business service consultants, IBM will continue to succeed and meet the needs of customers worldwide. This paper will examine the current financial status and overall pulse of IBM and make recommendations for a change in strategy as well as propose a new business model for the corporation.
Existing Mission, Objectives, and Strategies for IBM
International Business Machines Corporation (IBM) does not have an official mission statement; however, it chooses to interpret the purpose of the company through the values it provides to consumers. As a company based on values, IBM’s employees, also known as IBMers, place value on the “Dedication to every client’s success, Innovation that matters-for our company and for the world, and trust and personal responsibility in all relationships” (IBM, 2014). The values established at IBM strongly influence the company’s business objectives and strategies.
IBM bases its business objectives on providing value to its consumers, and has always been known as an innovative company that pursues continuous transformation. IBM’s objectives are based on its business offerings and skills in both business operations and management practices along with the changing capabilities delivered to its customers (Generating Higher Value at IBM, 2014). As a business machines company, IBM’s business objectives are based on the reaching out and
Liberty University
Christopher Eze, Karen Goosen, Myletta Lacey, and Katie Savage
IBM Case Study
Executive Summary
International Business Machines Corporation has been an innovative technological company for more than 70 years. At IBM, employees take pride in enabling the world and customers to live in a smarter planet with smarter commerce, smarter computing, and smarter cities. IBM offers many different business and computing offerings in order to meet its customer’s needs. Through new innovations, implementation of the Cloud and expanding its global strategy by doubling its business service consultants, IBM will continue to succeed and meet the needs of customers worldwide. This paper will examine the current financial status and overall pulse of IBM and make recommendations for a change in strategy as well as propose a new business model for the corporation.
Existing Mission, Objectives, and Strategies for IBM
International Business Machines Corporation (IBM) does not have an official mission statement; however, it chooses to interpret the purpose of the company through the values it provides to consumers. As a company based on values, IBM’s employees, also known as IBMers, place value on the “Dedication to every client’s success, Innovation that matters-for our company and for the world, and trust and personal responsibility in all relationships” (IBM, 2014). The values established at IBM strongly influence the company’s business objectives and strategies.
IBM bases its business objectives on providing value to its consumers, and has always been known as an innovative company that pursues continuous transformation. IBM’s objectives are based on its business offerings and skills in both business operations and management practices along with the changing capabilities delivered to its customers (Generating Higher Value at IBM, 2014). As a business machines company, IBM’s business objectives are based on the reaching out and
References: Analytics. (2014). Retrieved February 5, 2014, from http://www.ibm.com/analytics/us/en/index.html?lnk=fkt-anly-usen Application portfolio management: From assessment to transformation Generating higher value at IBM. (2013). IBM Annual Report. Retrieved February 3, 2014, from https://www.ibm.com/annualreport/2012/bin/assets/ibm_march_2013_generating_higher_value.pdf Ioana, A., Mirea, V., & Balescu, C IBM notice 2009 annual meeting and proxy statement. (2009). Retrieved February 4, 2014,from http://www.ibm.com/annualreport/2008/proxy_toc_1_excom2-2.shtml IFE (internal factor evaluation) matrix Hamm, S. (2008). IBM’s global hold. Business Week. Retrieved February 5, 2014, from http://www.businessweek.com/stories/2007-08-13/ibms-global-holdbusinessweek-business-news-stock-market-and-financial-advice Ram, J Rothaermel, F. T. (2013). Strategic management: Concepts and cases. McGraw Hill. The smarter supply chain of the future. (2009). Retrieved February 5, 2014, from http://www-148.ibm.com/tela/servlet/Asset/297861/CSCO%20Study%2010_21_09.PDF Streetauthority Zinck, B.M., (2012). IBM research shows how the cloud is driving business model innovation. CMS Wire. Retrieved February 5, 2014, from http://www.cmswire.com/cms/information-management/ibm-research-shows-how-the-cloud-is-driving-business-model-innovation-014796.php Appendix A