Ibm Adaptive Strategy
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Publicado: 20 de diciembre de 2012
Assignment 05 – IBM’s Adaptive Strategy
Joe Marcial
Rasmussen College
Author Note
This paper is being submitted on December 20, 2012, for Ms. Jennifer Moorhead B460c Section 01 StrategicManagement – Early Winter 2012.
IBM’s Adaptive Strategy
The article by Hamel (2000) Waking Up IBM, answered a question that always intrigued me and curiously I never researched. How couldthe stiff neck corporate mentality of Big Blue convert from a stagnant hardware manufacturer to a software and solution powerhouse? During the late 1980’s my wedding best man was an IBM typewritertechnician who wore, by company policy, a suit and tie to visit customers. He was really proud of working for IBM and had the classical IBM executive aura. By early 1990, after 12 years with IBM he waslaid off. IBM was out of the typewriting business. Also at this particular time IBM had become stagnant. As explained by Coulter (2012) under Miles and Snows Adaptive Strategy typology in its beginningsIBM would have been considered an illustrious Prospector and innovator. By the early 1990’s, IBM had become an Analyzer, IBM was copying smaller competitors innovations and “making them perfect”.This paper will discuss which of the four Miles and Snows Adaptive Strategy typologies IBM used to become a Global Service provider.
Strategic Decision or Accident
Hamel states that by the end of1994 IBM had accumulated 15 billion in losses and its market cap had fallen from $105 billion to $35 billion and still their CEO, Lou Gerstner, didn’t believe that IBM was in need of a new strategy.This is the typical IBM arrogance that Hamel (2000) refers to when it states , “Customers were bemoaning the company's arrogance” (p.138).
This is why I understand than more than a strategy developedby IBM’s elite management it was something they stumbled upon. Hamel (2012) refers to the IBM employees as “IBM's muckety-mucks were clueless about the Web” (p.138).
If it wouldn’t have been for...
Joe Marcial
Rasmussen College
Author Note
This paper is being submitted on December 20, 2012, for Ms. Jennifer Moorhead B460c Section 01 StrategicManagement – Early Winter 2012.
IBM’s Adaptive Strategy
The article by Hamel (2000) Waking Up IBM, answered a question that always intrigued me and curiously I never researched. How couldthe stiff neck corporate mentality of Big Blue convert from a stagnant hardware manufacturer to a software and solution powerhouse? During the late 1980’s my wedding best man was an IBM typewritertechnician who wore, by company policy, a suit and tie to visit customers. He was really proud of working for IBM and had the classical IBM executive aura. By early 1990, after 12 years with IBM he waslaid off. IBM was out of the typewriting business. Also at this particular time IBM had become stagnant. As explained by Coulter (2012) under Miles and Snows Adaptive Strategy typology in its beginningsIBM would have been considered an illustrious Prospector and innovator. By the early 1990’s, IBM had become an Analyzer, IBM was copying smaller competitors innovations and “making them perfect”.This paper will discuss which of the four Miles and Snows Adaptive Strategy typologies IBM used to become a Global Service provider.
Strategic Decision or Accident
Hamel states that by the end of1994 IBM had accumulated 15 billion in losses and its market cap had fallen from $105 billion to $35 billion and still their CEO, Lou Gerstner, didn’t believe that IBM was in need of a new strategy.This is the typical IBM arrogance that Hamel (2000) refers to when it states , “Customers were bemoaning the company's arrogance” (p.138).
This is why I understand than more than a strategy developedby IBM’s elite management it was something they stumbled upon. Hamel (2012) refers to the IBM employees as “IBM's muckety-mucks were clueless about the Web” (p.138).
If it wouldn’t have been for...
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