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IWIS Meeting – 25. – 27 June 2007

IBM as a globally integrated Enterprise

From an employee point of view.

Wilfried Glißmann(IG Metall – Germany)

Wilfried Glißmann (IG Metall – Germany) 25. June 2007

IBM as a globally integrated Enterprise

1) What is it all about?

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2) What does ist mean for us employees?

3) How to respond?


1) What is it all about?

What is IBM‘s business?

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Some important transformations

Transformation of Service Work

• What is fundamentally new?


What is IBM‘s business?

Transformation of the customers enterprise

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IBM‘s own transformation as a showcase

Self-application

What we experience as IBM‘s transformation

is partly a consequence of our professional work


What kind of transformation?

„end-to-end integration“

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Manage the „extended business ecosystem“The whole network

“collaboration”


Some important transformations:

2002ff: Integrated Supply Chain

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• 2000ff: „Collaborative Environment“

2000ff: „on-demand work place“

• 2005ff: Integrated Support Functions


2002ff: Integrated Supply Chain

Logistics, Procurement, Customer Fulfilment

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n • The principles:

• Global Sourcing

• Aggregated supply & aggregated demand

• market & planing principles at the same time

The effects


2000ff: „on-demand work place“

worldwide web-based platform

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n • enabling self-organization

• to Fill in my expertise, experience & interests ,

• to search complementary expertise worldwide.

a portal – role-based, „personalization“


2000ff: „Collaborative Environment“

The Bluepages as a platform

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n • Threaded discussions

• A new model of collaboration:

identify -> assemble -> reconcile -> perform -> disband

Virtual communities of practice


2005ff: Integrated Support Functions

19 Functions – viewed as „global skill pools“

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n • decide where to do the work – if ever

• Logical “centers of excellence”

“manage, operate, optimize“ globally

• “Asset-based Service Strategy”


“Service” – Three different Meanings

a) Work of people

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n c) Interplay of human work & SOA-Artifacts

IBM‘s „asset-based service strategy“

b) IT artifacts („SOA“)


Transformation of Service-Work

Common infrastructure

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n • Standardization of work

The more professionally I work,the more my work can be transfered

Common tools & processes


Global Service Delivery Transformation

Global skill pool

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n • „Professional marketplace“

• Separate: System – People - Methods

General Capability to transfer the work

Taxonomy of skills


The Capability to transfer the Service Work

Transfer work to low cost countries?

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• A process of worldwide competing

The better we position ourselves,the faster and more demanding the process

„The right task to the right skills,at the right place, at the right cost“


Three phases of IBM‘s internationallity

US-based, exporting worldwide, with sales offices in many countries

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A Corporation with self-contained businesses in 75 countries

A Company using its multinational presence for operational advantage


IBM as a Globally Integrated Enterprise

Customer facing side

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• Delivery & support side

„use the global presence of the companyfor operational advantage“

“global reach & local roots”


2) What does it mean for us?

Divestures & Investments

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On going Integration

Human Resource Strategy

„Lean@IBM“

„The Future of the Enterprise“


Divestures / Investments

Divesting „commoditizing products“ and „low-value work“

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Investing in fast growing areas

• Acquiring “high-value capabilities”


Ongoing Integration

Delivery

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Integrated Support Functions

Client Facing Functions

• Ongoing optimization


IBM Human Resource Strategy

Adaptive Workforce

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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


„Lean@IBM“

Principles of the Toyota Productions System

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„Lean production“ (in the 90th)

„Lean@WIPRO“ (Harvard Case Study 2006)

• “Lean@IBM” (2006)


„The future of the enterprise“

“specialised entities“

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to decide: „build, buy or partner“

„self-organizing“ & „self-aggregating“

• like flocks of bird or swarms


„The future of the enterprise

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„The future of the enterprise

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3) How to respond?

How to assert our interests?

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Where are the starting points?

What should be done?


Where are the starting points?

Self-application

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Transformation of Service Work

Professional Marketplace

• On demand Workplace


It is us – we ourselves!

Our capabilities

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Our interactions

-> self-organizing processes

• -> a new worldwide dynamic


What should be done?

Get in touch across borders

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Unterstanding on „What‘s going on?“

Common issues

• First practical actions

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