International Business Machines
IBM (International Business Machines) started off primarily as an IT hardware and software company. It was one of the leaders and ahs almost always been a major player in the market. One of the few companies that weren’t affected by the dot com bubble, IBM saw the paradigm shift in the market and was quick enough to adapt itself accordingly; a trait not well exhibited by firms as big as IBM.
With operations spanning internationally, IBM had a distributed method of management with 128 chief information officers, 155 host data centers and 80 web hosting centers around the globe (Britton, 2007). Consumer demands were shifting however. As the market matured, customers demanded more in terms of services and solutions instead of just hardware, software and their maintenance. IBM had to be quick if it wanted to capture this opportunity. Changes were needed throughout the organization and restructuring was called for.
IBM saw that it needed to re-engineer its current processes, add new ones to cater to the new market trends and establish rules/guidelines in order to monitor and keep them all in check. To ensure high quality and the smooth transition to a consulting service provider as well, it established training and
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Hence IBA slowly became a more project based organization as opposed to its former department based self. By doing this, like other such organizations that followed a project based approach (Crawford, Hobbs & turner, 2006), IBA achieved efficiency and reduced the number of data centers and information officers as well. With time it further involved into a less strictly monitored organization in order to encourage new processes instead of stifling them through strict controls and checks.
Hence IBM once again returned at the top of its game and in the process developed the Business transformation Management System (BTMS) in order to achieve this goal.
References: Britton, W. C. (2007). IBM’s transformation from Project to Program and Portfolio Management. PMI Virtual Library. Project Management Institute. Crawford, L. , Hobbs, B. , & Turner J. R. (2006). Aligning Capability with Strategy: Categorizing Projects to do the right Projects and to do the Right. Project Management Journal, 37(2), 38-50.