December 10, 2010 | Written by: Ronald Frank
For many years, IBM has differentiated itself from most companies by the focus on and impact of becoming a globally integrated enterprise. Each support function across and within the businesses is reviewed continuously for opportunities to more globalize and standardize the supporting processes and technologies plus find the most productive people in the world to create centers of excellence. For more information on our own GIE approach and case study, I would refer you to a recent paper I have co-authored on the topic, entitled IBM – Delivering performance through continuous transformation”. In addition, on the topic of managing talent in this GIE model, I would refer you to a paper written by two of my colleagues, entitled “Developing global leadership: How IBM engages the workforce of a globally integrated enterprise”.
As we prepare to turn the page to 2011, I see more and more enterprises coming to grips with the realities of the new economic environment and seeking similar approaches as they rethink their operating models, specifically with a focus on the value of more ‘globalizing’ their operations – regardless of whether they operate in one country or a few hundred
Our experience is that most enterprises understand that there is significant value in globalizing, yet are unable to align their senior leadership to share resources and overcome the comfort of controlling their own teams. Have you had similar experiences?