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Becoming a globally integrated enterprise: Lessons on enabling organizational and cultural change

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5 Author(s)
N. DeViney ; IBM Corporation, Corporate Headquarters, Somers, NY, USA ; K. Sturtevant ; F. Zadeh ; L. Peluso
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For 100 years, IBM has embraced the notion that change is essential for progress. IBM has a significant history of ongoing reinvention, and its transformation to a globally integrated enterprise (GIE) has accelerated as the company has responded to historic shifts that have reshaped the industry and the global economy. This paper provides insights into the organizational and cultural change enablers for becoming a GIE. The authors focus on the highlights, challenges, and lessons learned, including the shifts in mindsets and behaviors that were required to operate as a GIE. Moreover, the paper outlines the organizational and cultural change approach that is being used in the key transformation initiatives of IBM to engage leaders and employees at all levels and accelerate the adoption of new ways of working.

Note: The Institute of Electrical and Electronics Engineers, Incorporated is distributing this Article with permission of the International Business Machines Corporation (IBM) who is the exclusive owner. The recipient of this Article may not assign, sublicense, lease, rent or otherwise transfer, reproduce, prepare derivative works, publicly display or perform, or distribute the Article.  

Published in:

IBM Journal of Research and Development  (Volume:56 ,  Issue: 6 )