The New IBM in 2004

Case Studies | Case Study in Business, Management, Operations, Strategy, Case Study

ICMR HOME | Case Studies Collection

To download The New IBM in 2004 case study (Case Code: BSTA107) click on the button below, and select the case from the list of available cases:

Buy With PayPal

» Business Strategy Case Studies
» Case Studies Collection
» Business Strategy Short Case Studies
» View Detailed Pricing Info
» How To Order This Case
» Business Case Studies
» Area Specific Case Studies
» Industry Wise Case Studies
» Company Wise Case Studies

Custom Search

Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Chat with us

Please leave your feedback

Case Details:			Price:
Case Code	:	BSTA107	Electronic Format: Rs. 300; Courier (within India):Rs. 25 Extra Themes -
Case Length	:	14 Pages
Period	:	1993 - 2004
Organization	:	IBM (International Business Machines Corporation)
Pub Date	:	2004
Teaching Note	:	Not Available
Countries	:	Global, USA
Industry	:	Information Technology

Abstract:

When CEO Sam Palmisano took charge of IBM (International Business Machines Corporation) in 2002, revenues were down by $5 billion and IBM was facing the worst tech downturn in its recent history. The case discusses Palmisano's turnaround strategy and his initiatives to generate growth at a time when most technology companies have been struggling. Palmisano has laid off 15,000 people, sold the loss-making disk-drive business, and written off the value of some unproductive chip technology. He has spent more than $6 billion on acquisitions, including the purchase of Pricewaterhouse Coopers Consulting and Rational Software and opened a $3 billion state-of-the-art chip plant.

Palmisano is also leveraging IBM's research capabilities, expanding the business by pushing IT users towards radically different business models and partnering with once-rival software vendors. To keep IBM ahead, Palmisano is exploring the possibility of delivering different types of software as a kind of utility, which customers can use when and where they need. IBM is also engineering computers to manage 'themselves', cutting the amount of human intervention.

Keywords:

IBM (International Business Machines Corporation), Information technology, Semiconductors, Sam Palmisano, Pricewaterhouse Coopers Consulting, Lou Gerstner, LAM Research, Software, Problem solving, Forecaster, IBM researchers,Mayo Clinic, DB2, IBM Business Consultancy Services

The New IBM in 2004 - Next Page>>