Palmisano's Tushman-O-Reilly Congruence Model

A significant step towards Air Canada’s success was implementing a multiple-vendor sourcing strategy for IT. Utilizing their long time trusted partner, IBM, who was familiar with their industry needs and company IT standards became the key liaison for expanding additional technologies needed by other outside vendors. This newly expanded relationship between IBM and Air Canada allowed for the airliner to concentrate on what they do best which is fly airplanes and IBM to become an invested partner in the company’s success towards innovation because they were like an employee of Air Canada acting as their main IT sourcing vendor and consultant

IBM Global Services, the technology services and consulting division of International Business Machines (IBM), is the world’s largest provider of systems integration and technology consulting. It offers services in areas such as application development, data storage, infrastructure management, networking, and technical support (Datamonitor Plc., 2007, p.4). IBM Global Services is also among the world leaders in providing business consulting and outsourcing services. IBM Global Services’ headquarter locates in Armonk, New York. The company has more than 190,000 employees around the world.

Introduction Sarah Donohoe, manufacturing engineering manager of the network laser printer division at Hewlett-Packard Company (HP), listened intently to her colleagues at the project review meeting for the development of their latest new product. With Sarah at the meeting were Jane Schushinski, marketing manager, Leo Linbeck, head of product design, and David Hooper, the controller of the division. The main topic for this meeting was the decision of whether or not to use a universal power supply for the next generation of network laser printer, code-named

The most critical asset any company has are its people and the knowledge they have, combined with the use of IT systems to streamline operations and stay focused on customers (Kroenke, 2013). The five component model is critically important from a synchronization standpoint, ensuring all aspects of a business function well together. Each of the components can't be viewed in isolation; rather they need to be viewed from the standpoint of how they create a unified strategy overall.

Drivers for change come in two categories, internal and external. In the simulation, "Organization Structure", the pretence was that the stagnating system integration market, lead the CEO to

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

IBM needs to grow revenue and stay competitive in the dynamically changing computer marketplace of the 1990’s by maintaining technological leadership and accepting the organizational transformation which needs to be undertaken for them to excel. IBM needs to recapture their previously held powerful position in the personal computer and microprocessor markets and regain value in the company which will increase its stock value and competitive advantage in the marketplace.

Q1. What is the primary objective of IBM’s advertising? How have the objectives of its advertising changed over the years?

• Open Architecture : OS – Microsoft, Microprocessor – Intel , reason, to encourage application developers and enhance Peripheral market

Today, the global business sphere is growing swiftly in terms of organizations and management in general. New market trends and strategies are being implemented from old fashion to modern ways, in order to best manage and take control of the organization, along with boosting the employees ' confidence. Ever since the dawn of trade and services, the customer has been the main priority in the promise of a fruitful business. In order to efficiently serve the valuable customer, organizations have opted to allocate more and more cash towards Research & Development in millions of dollars, along with efficiently knowing when to change management in correspondence with the organization 's progress. This has all helped with an advancement in corporate technology and asset growth in the desire of pursuing a healthy growth of profits in the long term.

Q1. What is the primary objective of IBM’s advertising? How have the objectives of its advertising changed over the years?

Question 1. What competences has IBM had to invest in arising from its transformation from a ‘product-centric’ to a ‘service-centric’ organization?

Prior to their cultural change that took place in the early 1990’s, many would have said that IBM was on a fatal downhill slide. At this point they were beginning to become obsolete. IBM at one point was among the leaders within the world for hardware/software development and information technology services, but all divisions within the organization were run independently from one another. They were not a unified enterprise. To solidify this even further, “rather than working together as a team, divisions competed against each other both internally and in the field” (DiCarlo, L., 2002).

IBM has weaknesses in the transformation of its business model. It is lack of flexibility in the transition because of its large company

In comparison with the loss of 4 billion in 1992, what Gertsner did was amazing. He coped with IBM problems by solving the most severe to the less one. At that time, problems of products and customers was the most serious which cost IBM billion dollars in loss. Gernstner focused on getting cost out as quickly as possible and ‘clean sheet’ the process and redesign it for global use.