This website uses cookies to ensure you have the best experience. Learn more

Ibm Work Culture Essay

2596 words - 11 pages

IBM Global Business Services

Human Capital Management

Achieving success in a globally integrated world: Enabling an adaptable workforce

2

You’ve remodeled your supply chain. Optimized your IT infrastructure. Overhauled your financials. But you’re still not getting the results you expect. So what’s missing?
Like many companies, you may be overlooking your most valuable asset: your people. While human capital is an organization’s single largest resource, many companies don’t utilize their workforce to its fullest — even when they’ve been successful in maximizing other strategic business areas — leaving a huge opportunity untapped. By looking to the workforce to improve ...view middle of the document...

According to the study, when HR unites with company leaders to take joint responsibility for managing employees, the likelihood of success increases dramatically. The concept that people are critically important to an organization’s ability to achieve its objectives is not isolated to one study. It is also a common theme in the IBM Global CEO Study 2008 findings, which highlight the role the workforce plays in facilitating change, exceeding customer expectations, enabling a globally integrated enterprise and delivering on the promise of business model innovation.

The talent lifecycle includes not only attracting and retaining the best people but also motivating and developing, connecting and enabling, and effectively deploying and managing them around the globe.

4

That’s why IBM’s strategic vision looks beyond the HR function to encompass the entire organization. It’s not simply about putting together a short-term program to address immediate workforce concerns; it’s about creating a viable, long-range plan that enables your business — and your people — to thrive. IBM starts by understanding key workforce performance challenges, identifying the leading practices used to overcome these challenges and helping companies improve their own human capital management capabilities. But IBM doesn’t stop there. Because IBM conducts extensive research, works with clients on the full range of HR issues and manages its own extensive workforce on a global scale, it is exceptionally positioned to deliver the experience, solutions, relationships and assets required to help your organization reach new levels of success. IBM provides strategic human capital management capabilities through a robust portfolio of solutions and services that support the talent lifecycle, with practices organized by needs in the following areas: • Workforce transformation • Learning solutions • Knowledge and collaboration • HR strategy and transformation • Integrated talent management
IBM’s strategic vision enables organizations to drive innovation, growth and performance by promoting workforce effectiveness and delivering costefficient HR operations.

5

Transforming the workforce
Succeeding in competitive and ever-shifting global marketplaces requires responsiveness and agility. That’s why most successful businesses develop strategies to align employee skills, talents and goals with their business objectives. But how? First, it’s important to understand the composition of your workforce and what drives performance. Because the workforce is often divided into a number of smaller segments — such as accounting, sales and IT — each segment has diverse

Promoting justice
Following a series of mergers and facing rising demand for its services — and with a growth rate between 200 and 1,000 percent over ten years — a prison system needed new staffing models to address current and future demands. By identifying key business drivers, providing best practices benchmarks...

Other Papers Like Ibm Work Culture

Ibm Cloud Computing Essay

1866 words - 8 pages Title: IBM and The Emerging Cloud-Computing Industry Case Study Analysis Introduction The character of a company -- the stamp it puts on its products, services and the marketplace -is shaped and defined over time. It evolves. It deepens. It is expressed in an ever-changing corporate culture, in transformational strategies, and in new and compelling offerings for customers. Those are the words that start the chronological history on the IBM

Case Study - Ibm

3023 words - 13 pages point to a number of providers doing the work. “Global RPO is hard because it has many conflicting objectives,” said Dan White, Global Process Leader, IBM RPO. “Recruiting is local, so clients want the option of having IBM resources in country. But internal talent management and mobility should have a global perspective, to make optimal use of top performers. And measurement needs to be local, regional and global to match overall business planning

Elephants Can't Dance Review

1084 words - 5 pages . Culture is the beliefs, ideologies, principles and values that the individuals of an organization share. If strategies and culture of a company are different, the company will not last long. * Changing culture is very very hard to accomplish. One cannot change culture directly. First change conditions for transformation and culture will be changed. * IBM always thought Inside to outside. Anything important started from inside. But this is no

Analysis On Hofstede's Cultural Dimension

654 words - 3 pages with his claim. Hofstede's fifth assumption is national culture is situationally non-specific.In his idea he claims that data obtained within a single MNC foes have the power to uncover the secrets  of entire national cultures.He also mentioned that within different  work place culture. As mentioned  idea they do analyse with IBM and categorise the employees  in four ways. Form the survey they find that all the question arise about the workplace

Ibm Introduction

780 words - 4 pages model of compliance with all legal adhere to IBM’s global Business Conduct Guidelines and call upon the dedication and ideas of every employee that can create a culture of trust and personal responsibility within the organization. IBM claimed that trust is the cornerstone of its brand and values. Hence, it expects its employees, suppliers and business partners to become the administrator of the organisation’s good name and reputation and to

Investment

772 words - 4 pages characteristics of western corporations, commands and information of IBM Japan always given and flow form top managements to bottom, superiors of the company tend to be more autocratic and have more power in decision making. As a result of differential power distance, IBM Japan has a much clearer organization structures level from top to bottom than Dell in America. “A culture with a high power distance follows a strict ladder of positions where power

Diversity

3168 words - 13 pages attributes must a diversity executive have in order to be effective in corporations today?” and “How can a diversity executive work in the corporate boardroom but stay in touch with the various constituency groups and their needs and still remain credible and effective?” are questions asked by experts and executives alike. During my 37-year IBM career, I’ve thought about these questions often, and about the answers even more. I always come to the

Cathay Pacific

830 words - 4 pages bring value to both parties for it to be successful long term. 3. We need to take seriously the culture of our third party. Our culture is one of relationships. IBM in the past has changed personnel every 2-3 years. We need to assemble a collaborative approach to problem solving, similar value, and good chemistry among key team members. Corporate culture fit is extremely important to the success of a long term relationship. I would

Stories of Change

1577 words - 7 pages . Management of change is a team exercise which becomes easier if all employees identify with the change. It is recommendable that change at IBM emanates from work teams tasked with the development of innovations. According to Burnes (2004), the top-down approach often results in resentment while team work results in ownership of the change initiatives hence reducing resistance to change as witnessed by the country managers at IBM. It is

Global Management Quiz 2

893 words - 4 pages a wide array of nationalities under their wing. As stated in the case, they have no previous experience in terms of globalization and I assume that their company are majorly, if not all, composed of Chinese nationals prior to the acquisition. It will take some time for acculturation in the organization and maybe even some culture clashes may arise due to the cultural differences. In work ethics alone, there are already major differences to

Organisation Culture

1815 words - 8 pages feeling of belongingness to the organisation and therefore, it may result in high employee turnover. 3. National Culture and Organisational Culture: it is important to consider national culture to make accurate predictions about organisational behaviour in different countries. Research has indicated that national culture has a great impact on employees than their organisational culture. For instance, German employees at an IBM facility in Munich

Related Essays

Journey Of Ibm Essay

1251 words - 6 pages , hundreds of thousands of IBM employees lost their jobs, including CEO John Akers. Opportunities: IBM had an opportunity to start fresh. Learn from the mistakes and Focus on the IT Service industry with current market trends as prime objectives. Embrace the changes and incorporate them into IBM Culture. Threats & Risk

Planning For Change A History Of Ibm

4677 words - 19 pages size, a narrow-minded corporate culture, and the PC era IBM had itself helped invent. It is also important to note that IBM fits into the external environment as a global company (not just America) it has a huge presence in the external environment and in that shapes areas that smaller companies cannot. The success or failure of IBM would have a huge impact America's competitiveness and economy. In 1993 IBM hired new blood into its

Using Work Teams In Production And Operations Management

1632 words - 7 pages employees within a year. (/strategy/, n.d.) In 1993 Lou Gerstner became IBM’s CEO. The company was on a slight decline so he started a return to the culture that the company had drifted away from. He re-trained the employees, teaching them to return to the client-centered focus the company was known for, and making the departments collaborative again. IBM has thrived and is now a leader in using collaborative technologies to connect employees with

Management Essay

1369 words - 6 pages critical that a company fully understands that global communities that they business serves (Kanter, 2011). One of the biggest lessons that the company learned was that the company would be involved in changes to culture that they are with technology. IBM knows that the most important asset a company can ever have is the employees that they have working with them. IBM is indeed producing that they are intending to generate. The employees continually use