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IBM as a globally integrated Enterprise From an employee point of view. Wilfried Glißmann (IG Metall – Germany). Title slide. IBM as a globally integrated Enterprise. 1) What is it all about?. 2) What does ist mean for us employees?. 3) How to respond?. 1) What is it all about?.

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  1. IBM as a globally integrated Enterprise From an employee point of view.Wilfried Glißmann (IG Metall – Germany) Title slide

  2. IBM as a globally integrated Enterprise 1) What is it all about? 2) What does ist mean for us employees? 3) How to respond?

  3. 1) What is it all about? • What is IBM‘s business? • Some important transformations • Transformation of Service Work • What is fundamentally new?

  4. What is IBM‘s business? • Transformation of the customers enterprise • IBM‘s own transformation as a showcase • Self-application • What we experience as IBM‘s transformation • is partly a consequence of our professional work

  5. What kind of transformation? • „end-to-end integration“ • Manage the „extended business ecosystem“ • The whole network • “collaboration”

  6. Some important transformations: • 2002ff: Integrated Supply Chain n • 2000ff: „on-demandworkplace“ • 2000ff: „Collaborative Environment“ • 2005ff: Integrated Support Functions

  7. 2002ff: Integrated Supply Chain • Logistics, Procurement, Customer Fulfilment n • The effects • The principles: • Global Sourcing • Aggregated supply & aggregated demand • market & planing principles at the same time

  8. 2000ff: „on-demand work place“ • worldwide web-based platform n • a portal – role-based, „personalization“ • enabling self-organization • to Fill in my expertise, experience & interests , • to search complementary expertise worldwide.

  9. 2000ff: „Collaborative Environment“ • The Bluepages as a platform n • Virtual communitiesofpractice • Threaded discussions • A new model of collaboration:identify -> assemble -> reconcile -> perform -> disband

  10. 2005ff: Integrated Support Functions • 19 Functions – viewed as „global skill pools“ n • “manage, operate, optimize“ globally • decide where to do the work – if ever • Logical “centers of excellence” • “Asset-based Service Strategy”

  11. “Service” – Three different Meanings a) Work of people n b) ITartifacts („SOA“) c) Interplay of human work & SOA-Artifacts • IBM‘s „asset-based service strategy“

  12. Transformation of Service-Work • Common infrastructure n • Common tools & processes • Standardization of work • The more professionally I work,the more my work can be transfered

  13. Global Service Delivery Transformation • Global skill pool n • Taxonomyofskills • „Professional marketplace“ • Separate: System – People - Methods • General Capability to transfer the work

  14. The Capability to transfer the Service Work • Transfer work to low cost countries? n • „The righttasktotherightskills,attherightplace, attherightcost“ • A process of worldwide competing • The better we position ourselves,the faster and more demanding the process

  15. Three phases of IBM‘s internationallity • US-based, exporting worldwide, with sales offices in many countries • A Corporation with self-contained businesses in 75 countries • A Company using its multinational presence for operational advantage

  16. IBM as a Globally Integrated Enterprise • Customer facing side • Delivery & support side • “global reach & local roots” • „use the global presence of the companyfor operational advantage“

  17. 2) What does it mean for us? • Divestures & Investments • On going Integration • Human Resource Strategy • „Lean@IBM“ • „The Future of the Enterprise“

  18. Divestures / Investments • Divesting „commoditizing products“ and „low-value work“ • Investing in fast growing areas • Acquiring “high-value capabilities”

  19. Ongoing Integration • Delivery • Integrated Support Functions • Client Facing Functions • Ongoing optimization

  20. IBM Human Resource Strategy • Adaptive Workforce • Workforce Management Initiative • HR Application Architecture & Portlets • The tool I use to plan my career and learning, • is the tool for the global grip on the workforce

  21. „Lean@IBM“ • Principles of the Toyota Productions System • „Lean production“ (in the 90th) • „Lean@WIPRO“ (Harvard Case Study 2006) • “Lean@IBM” (2006)

  22. „The future of the enterprise“ • “specialised entities“ • to decide: „build, buy or partner“ • „self-organizing“ & „self-aggregating“ • like flocks of bird or swarms

  23. „The future of the enterprise

  24. „The future of the enterprise

  25. 3) How to respond? • How to assert our interests? • Where are the starting points? • What should be done?

  26. Where are the starting points? • Self-application • Transformation of Service Work • Professional Marketplace • On demand Workplace

  27. It is us – we ourselves! • Our capabilities • Our interactions • -> self-organizing processes • -> a new worldwide dynamic

  28. What should be done? • Get in touch across borders • Unterstanding on „What‘s going on?“ • Common issues • First practical actions

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