The IBM change strategy and practice are integrated within IBM global business service (Emerson, p. 49). The company has adopted a gradual change strategy that allows the companies stakeholders to first understand and commit themselves to any prospective change before it is implemented. This way, the company ensures that the changes it seeks to undertake are well supported.
Innovation has been the driving force for change, through its consistent involvement in research for new technologies and integrating such changes in the organization. Existing employees are the major forces behind change resistance; these employees are used to their existing corporate culture and are unwilling to give up their positions when affected. They then head to the unions which engage the company in frequent court battles. This eats into its profits because of the hefty attorney costs. This is a hindrance to organizational change. The company has adopted a strategy for change, to reduce transformation and operational costs and maximize the dedication of stakeholders to its change strategy.
The company has identified small and medium enterprises as its most valuable business to business relationship partner. IBM an Information Technology Company.
Garr, Doug. IBM redux: Lou Gerstner and the business turnaround of the decade. New York: HarperBusiness, 1999. Print.
Emerson, Pugh .Building IBM: Shaping an Industry. MIT Press, 2006. 17-135. Print.
Lesser, Eric L., and Laurence Prusak. Creating value with knowledge: insights from the IBM institute for business value. Oxford: Oxford University Press, 2004. Print.
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