IBM Case Study

bringing technology to people when and where it is needed requires that IBM be efficient at managing the diversity of its workforce (DuBrin, 2010).

Alternate Courses of Action

Investment expanded in other emerging markets. In December 2007, IBM announced plans to invest $1.6 billion in developing countries in Asia, the Middle East, and Latin America. In 2007, over 50 countries in the IBM family, including Poland, South Africa, and Mexico, grew more than10%. IBM had operated in Egypt continuously since 1954, it was another growth target. “Egypt’s growing like crazy,” Sam Palmisano said, referring to the country’s double-digit growth (Kanter, 2009). Services, such as call and data centers, had moved to Egypt. Egypt was also home to a large

The modifications will include further diversifying top organizational leadership, university education programs, and developing & assessing global management competencies. It is mainly important for IBM to continue to lower the center of gravity in the organization’s structure. Placing IBM executives in face-to-face situations with clients should be continued because of its effectiveness (Kanter, 2009). IBM should also continue environmental, social, and philanthropic initiatives such as the corporate service teams. These initiatives show other countries in which IBM operates that the company is committed and cares about them (Maerki, 2008). IBM needs to continue to stress training and development programs that include diversity, cultural intelligence, cultural sensitivity, and global leadership skills. It is important to keep training to ensure that IBM’s global leaders have the skills necessary to meet the company’s goals and objectives. In order to be considered a multicultural organization, its businesses should further diversify top organizational leadership (DuBrin,

Kanter (2009) explains how the company develops from a multinational corporation to a globally integrated Enterprise are comprehensive and largely effective. Explained by Hungry tiger, (2007); International Business Corporation, (2012); Maerki, (2010) The organization’s strategy includes lowering the center of gravity with regard to corporate governance, and localizing the company in the 170 countries IBM maintains a presence. IBM’s cultural, educational, social, and philanthropic programs are all effective means of personalizing the Big Blue. Moreover, necessary factors of IBM are Anti-American sentiment and wariness of foreign companies. Though Mr. Palmisano’s vision and efforts have been effective, that include creating value for his company’s shareholders, and recommended changes. Explained by DuBrin 2010), IBM would be well-advised to further diversify its top leadership to better reflect the company’s global presence. Explained by Bucker & Poutsma (2010), IBM needs to modify university programs to benefit from highly competent graduates and from the universities’ laboratories that develop innovations. Furthermore, IBM must do a better job of determining the competencies of the organizations global