IBM in the 21st Century: The Coming of the Globally Integrated Enterprise

Abstract

In April 2008, members of IBM's fifth Integration and Values Team (IVT5), were close to finishing their deliberations. This high-powered group of high-level executives included country general managers from India and Brazil as well as vice presidents from businesses and functions, chosen from a group of about 300 leaders convened Chairman and CEO Sam Palmisano to view IBM holistically. Senior VP of Corporate Communications and Marketing, Jon Iwata, and the new head of Research, John E. Kelly III, were the executive sponsors, IVT5's focus was on "the global IBMer" defining and developing leaders for the global economy; making the "globally-integrated enterprise" relevant to all employees through global citizenship and the IBM values and culture; and ensuring market access in the form of a level playing field for IBM to compete globally. The scope was all 170 countries in which IBM operated. As leaders who had risen to their positions because they were globally-oriented systems thinkers who reflected IBM's emphasis on innovation, they knew that it was necessary to stand back to look at the big picture - to see how IBM worked now, to view IBM at its best, but also to understand the gaps, dilemmas and opportunities.