IBM is an international technology company with subsidiaries around the world. The company's core values are dedication to client success, innovation that benefits both IBM and the world, and trust in all relationships. IBM's mission is to deliver business value to clients through integrated IT solutions while shifting to higher-value software and services. The company focuses on growth markets, analytics, industry solutions, and cloud/data center technologies. IBM has a global distribution strategy and targets markets for growth, analytics, cloud/data center solutions, and smarter planet initiatives.
We know what it takes to solve our clients’ biggest challenges, and we’ve spent the last 50 years delivering software that is fueled by expertise, built for change, and ready for work.
This business report aims to examine the challenge that emerging Cloud-Computing brought to IT industry and IBM. The author will use SWOT and revised Yip’s framework to analyze and identify the competitive strengths and weakness of IBM. The final section of this report will provide strategic recommendation and end user expectation.
IBM Smarter Commerce - A Strategic AnalysisMadhuranath R
A strategic assessment of the IBM Smarter Commerce solution space. The presentation is created as an academic dissertation based on the study of Smarter Commerce Solutions industry by the author.
We know what it takes to solve our clients’ biggest challenges, and we’ve spent the last 50 years delivering software that is fueled by expertise, built for change, and ready for work.
This business report aims to examine the challenge that emerging Cloud-Computing brought to IT industry and IBM. The author will use SWOT and revised Yip’s framework to analyze and identify the competitive strengths and weakness of IBM. The final section of this report will provide strategic recommendation and end user expectation.
IBM Smarter Commerce - A Strategic AnalysisMadhuranath R
A strategic assessment of the IBM Smarter Commerce solution space. The presentation is created as an academic dissertation based on the study of Smarter Commerce Solutions industry by the author.
2018 IBM Annual Report2018 IBM Annual Report2018 .docxlorainedeserre
2018 IBM
Annual Report
2018 IBM
Annual Report
2018
Annual
Report
Dear IBM Investor:
2018 was a defining year for IBM and our
clients. Your company returned to growth,
just as businesses readied to enter
Chapter 2 of their digital reinventions.
For years, we have focused on building the tools businesses
need in the 21st century. Our investments have reshaped IBM
to lead in the emerging, high-value segments of the IT market,
including analytics, artificial intelligence, cloud, security,
blockchain and quantum computing. At the same time, we have
deepened our longstanding commitment to the responsible
stewardship of technology.
IBM is now ready to help our clients advance their
business transformations.
In my letter to you this year, I will describe IBM’s
performance in 2018. I will outline how clients are poised
to enter Chapter 2 of their digital reinventions, with help from
IBM, and how this translates to growth for IBM, for businesses
and for the world.
2018: Return to Growth
In 2018, IBM achieved $79.6 billion in revenue and operating
earnings per share of $13.81. For the full year, we returned to
revenue growth, grew earnings per share and stabilized margins.
Our strategic and continued investment in innovative
technology drove our improved competitive position and profit
dynamics. Offerings that address data, AI, cloud, analytics and
cybersecurity now represent more than half of our revenue—up
from a quarter just four years ago—accounting for approximately
$40 billion in revenue in 2018.
Our investment of more than $5 billion in research and
development produced thousands of breakthrough innovations,
which led to IBM’s 26th consecutive year of U.S. patent leadership.
Of the 9,100 patents granted to IBM in 2018, more than 1,600
were related to AI and 1,400 to cybersecurity—more than any
other company in either area.
This focus on breakthrough innovation has created
IBM’s strongest portfolio ever and has driven results:
– Total cloud revenues were more than $19 billion in 2018, up
12 percent. In the fourth quarter alone, IBM signed 16 client
services agreements worth more than $100 million to help
optimize business performance on the IBM Cloud. Today,
47 of the Fortune 50 depend on the IBM Cloud.
– IBM is the world’s enterprise AI leader.
Solution
s enabled
by IBM Watson are helping produce better decision-making
and business outcomes through more than 20,000 client
engagements, across 20 industries to date. IDC ranked
IBM number one in AI market share. We continue to pioneer
innovations in natural language processing, speech processing,
computer vision and machine learning.
– IBM Blockchain is the global leader in improving trust and
transparency across business networks by creating a new
way for clients to share and secure data. IBM Blockchain
now powers more than 500 client projects, with more than
85 active networks transforming supply chains, global
sh ...
This panel will examine the impact of the growth of the service economy on organizations and information systems from four perspectives: (1) internal changes in organizations, both service providers and service clients, in terms of their structures, processes, and competencies; (2) redefinition of inter-organizational relationships and re-drawing of organizational boundaries and identities; (3) the role of IS in enabling these new collaborative relationships; and (4) the possibility of designing better applications to enhance organizations’ capacity to engage in service exchanges.
Are you ready to address the customer requirements of the current IT age?
Are you ready to join the MSP revolution?
By 2020, 40% of all workloads will be hosted on MSP data centers.
Are you ready to access this fascinating market?
IBM and Avnet provide value that surrounds you as partners and service providers. Technologies, best practices, financial models, business trends, and human capabilities are within your grasp when you partner with us.
As part of Global Entrepreneurship Week (GEW) 2017, the EdTech Network hosted Dr. Ben Amaba, IBM Worldwide Leader for Hybrid Cloud Software, for a presentation on how today’s global innovators, entrepreneurs, and leaders are changing industries, cultures, and practices through digitization. Dr. Amaba explored how IBM is tapping the cloud, mobile, and analytics technology to compete and to harness innovation and knowledge to drive the “art of the possible” in order to achieve results and target new markets in a manner never imagined.
A short report on IBM with its brief history, an overview of segments, services provided, storage solutions, software solutions, services, cloud, Cognitive offerings, and IBM target by the year 2020.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. IBM
IBM’S VALUES AND STRATGIES
Introduction to International Business
AIU Online
Prof. Ryan Repich
Victoria Rock
February 5, 2012
1
2. IBM
ABSTRACT
IBM is an example of an international organization with subsidiaries in several countries such as
Algeria, Egypt, Hong Kong, China, the United States and many other countries. In this paper we
will discuss many aspects of this company and the strategies they have used to become one of
the top leaders in technology today.
2
3. IBM
COMPANY VALUES
Chairman, President and CEO Samuel J. Palmisano stated in an article titled; Our Values at
Work on being an IBMer, where they brought together thousands of IBMer’s from around the
world to discuss the companies’ values last summer. They determined that IBM’s actions will be
driven by these values:
Dedication to every client’s success
Innovation that matters, for our company and for the world
Trust and personal responsibility in all relationships.
Mr. Palmisan said, “We are getting back in touch with what IBM has always been about and
always will be about, in a very concrete way.” (Palmisano, 2010)
MISSION STATEMENT
Over ten years ago, IBM saw that change was coming, so they worked to remake the
company as a globally integrated enterprise. As a result they have been able to invest in future
sources of growth and provide record returns for shareholders. The key tenet of their strategy
was:
• Deliver value to clients through integrated business and IT innovation
• Build and expand strong positions in growth initiatives
• Shift their business mix to higher-value software and services
• Become a premier global integrated enterprise
In an Annual Statement to Stockholders, the CEO defined the corporate mission as one of
capturing new growth in order to provide record returns for its shareholders, as well as position
the company for continued growth. In order to do this, they had to change their portfolio by
leveraging a globally integrated enterprise in order to make targeted growth investments. They
were able to created a business value for their clients and solve business problems through
integrated solutions. (IBM, 2012)
PRODUCT STRATEGY
3
4. IBM
IBM's core business model supports two principal goals: help clients succeed and providing
long-term value to shareholders. Their global capabilities include; services, software, systems,
fundamental research and related financing. During 2010, their focus is on four major growth
opportunities:
Growth markets: In both mature and growth economies, infrastructure represents a
major technology and business opportunity, with more than $2 trillion in fiscal
stimulus earmarked by governments.
Analytics: IBM's new analytics service line draws on 4,000 dedicated consultants,
plus 200 mathematicians and advanced analytics experts in IBM Research. We have
invested $10 billion in 14 acquisitions since 2005, creating seven analytics solution
centers around the world.
Industry: Chemicals & Petroleum (Venezuela) 3-D seismic imaging technology
helped Tricon Geophysics cut processing time by 50 percent and realize a 40-percent
savings in power and cooling infrastructure, and operational costs.
Cloud and next-generation data center: These new models are enabling efficient
consumption and delivery of IT-based services. More than 18 million people use
Lotus Live, IBM's cloud- based collaboration suite. More than 200 IBM researchers
are working on breakthroughs in areas like cloud security and privacy.
Smarter planet: We estimate that smarter planet increases IBM's addressable
opportunity by 40 percent over the decade ahead. The sampling on this map of recent
partnerships with more than 300 clients illustrates the reach of smarter solutions
across industries and markets.
With this mix of growth opportunity crossing both industry and geographical boundaries,
IBM is currently pursuing engagements in more than a dozen industries. (IBM, 2012)
DISTRIBUTION STRATEGY
IBM's distribution of its resources, capabilities, facilities as well as the reach of its
product is truly global, with major operations including Global Technology Services, Global
Business Services, Software segment, Systems and Technology segment, and Global
Financing segment. Their global services are a critical component of the company's strategy
of providing IT infrastructure as well as business insight and solutions to clients. While
solutions often include industry-leading IBM software and systems, other suppliers' products
are also used if a client solution requires it. Worldwide organizations play a key role in the
delivery of value to clients. Integrated teams of consultants and product specialists, and the
4
5. IBM
delivery fulfillment team are crucial in improving clients' business performance. These
teams deliver value through understanding the clients' businesses and needs, and bring
together capabilities from across IBM and an extensive network of Business Partners to
develop and implement solutions, thus combining global expertise with local experience.
(IBM, 2012)
PRICING STRATEGY
Sometimes, given the lack of explicit information regarding pricing strategies used by a
specific firm, revenue provides an interesting substitute. For example, approximately 60
percent of the Global Services revenue is annuity-based, meaning they are coming from
outsourcing, maintenance and custom application management services. The majority of
IBM's revenue occurs in industries broadly grouped into six sectors:
Financial Services: Banking, Financial Markets, Insurance
Public: Education, Government, Healthcare, Life Sciences
Industrial: Aerospace and Defense, Automotive, Chemical and Petroleum,
Electronics
Distribution: Consumer Products, Retail, Travel and Transportation
Communications: Telecommunications, Media and Entertainment, Energy and
Utilities
General Business: Mainly companies with fewer than 1,000 employees (IBM,
2012)
COMPETITIVE ENVIRONMENT
IBM's competitive environment has changed drastically. During the last decade, the
conventional wisdom that IT growth of the 1990s would continue even after the dot-
com bust, most believed it would resume. Industry professionals thought that buyers of
IT would continue to self-integrate which would mean that IBM's industry would
remain highly disaggregated and client/server computing would become the pre-
dominant enterprise model. Looking forward to the next decade, IBM concluded that
the views of the last decade were no longer tangible given the undercurrents of
fundamental change and perceived that major shifts were underway that would reshape
the industry and the global economy.
5
6. IBM
Changes in the world, technology, and client demand were the main factors that led
IBM to transform its mix of products, services, skills and technologies, and getting out
of commodity businesses like PCs and hard disk drives. By doing this, IBM amassed
industry expertise and re-invented the way they deployed that expertise by shifting
skills and decision making closer to the clients needs. They invested more in teams and
capabilities in emerging markets around the world, and accelerated the global
integration of its operations. Today IBM's portfolio is built around embedded
technologies, such as SOA, service-oriented architecture, business intelligence and
analytics. (IBM, 2012)
TARGET MARKET
IBM's investments in 2010 are focused on four high-potential opportunities:
Growth Markets: IBM serves clients in more than 170 countries around the
world. And since 2005, these markets have expanded their contribution to
IBM's geographic revenue by a point a year, growing at least 8 points faster than
major markets over the last three years.
Analytics: Data is being captured today as never before, both from the so-called
Internet of Things and hundreds of millions of individuals using social media.
In just three years, IP traffic is expected to total more than half a zettabyte. It
includes rich media of all kinds, from video, audio, images, avatars, simulations,
and applications.
Cloud and Next-Generation Data Center: As the planet becomes more
interconnected, IBM claims that its computing model is evolving to support it.
Smarter Planet: Describes the infusion of knowledge into the way the world
actually works. This means that industries, infrastructures, processes, cities and
entire societies can be more productive, efficient and responsive. (IBM, 2012)
COMMUNICATION STRATEGY
IBM's clear strategy has enabled steady results in core business areas. The key
tenets of their strategy are:
6
7. IBM
Deliver value to enterprise clients through integrated business and IT
innovation
Build/expand strong positions in growth initiatives
Shift the business mix to higher-value software and services
Become the premier globally integrated enterprise
These priorities reflect a broad shift in client spending away from "point products"
and more towards integrated solutions, as companies seek higher levels of business
value from their IT investments. They have been able to deliver this enhanced client
value thanks to its strengthened capabilities, aligned with client priorities. (IBM, 2012)
IMPACT OF CULTURE ON GLOBAL OPERATIONS
Since 2005, global integration has enabled IBM to cut expenses by $5 billion and
improve service quality. They have shifted resources toward building client
relationships and employee skills, while positioning themselves in new market
opportunities such as business analytics, smarter cities, and large-scale infrastructure
build outs underway in emerging markets. In the five years since the global integration
began, IBM has pioneered a new operating model, changing from a classic
"multinational," in to a global model with one set of processes, shared services and
broadly distributed decision making, carried out by a highly skilled global workforce
and managed by a common set of values. IBM's shift to a globally integrated model
allowed the company to refocus its organizations on generating growth and serving
clients. (IBM, 2012)
KEY MANAGEMENT ISSUES AND DRIVERS FOR 2010
Historical revenue growth
Margin Expansion
Share Repurchases
Growth initiatives and future acquisitions
Retirement related costs
7
8. IBM
With the key management issues listed above, IBM’s management concerns are still
somewhat traditional. In the event that they cannot meet their growth mandate
organically, IBM will need to pursue more aggressive growth initiatives and external
acquisitions as a way to foster the growth that its shareholders demand. Finally, the
future costs of unfunded and variable commitment costs, such as those associated with
retirement or pension continue to be a huge concern for executive management. (IBM,
2012)
8
9. IBM
REFERENCE
IBM. (2012). Retrieved from IBM: http://www.ibm.com/us/en/
Palmisano, S. J. (2010). Our Values at Work on being an IBMer. Retrieved from IBM:
http://www.ibm.com/ibm/values/us/
9