iwis meeting – 25. – 27 june 2007 presentation subtitle: 20pt arial regular, teal r045 | g182 |...
TRANSCRIPT
IWIS Meeting – 25. – 27 June 2007
IBM as a globally integrated Enterprise
From an employee point of view.
Wilfried Glißmann(IG Metall – Germany)
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
IBM as a globally integrated Enterprise
1) What is it all about?
2
2) What does ist mean for us employees?
3) How to respond?
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
1) What is it all about?
What is IBM‘s business?
3
Some important transformations
Transformation of Service Work
• What is fundamentally new?
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
What is IBM‘s business?
Transformation of the customers enterprise
4
IBM‘s own transformation as a showcase
Self-application
What we experience as IBM‘s transformation
is partly a consequence of our professional work
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
What kind of transformation?
„end-to-end integration“
5
Manage the „extended business ecosystem“The whole network
“collaboration”
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
Some important transformations:
2002ff: Integrated Supply Chain
6
n
• 2000ff: „Collaborative Environment“
2000ff: „on-demand work place“
• 2005ff: Integrated Support Functions
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
2002ff: Integrated Supply Chain
Logistics, Procurement, Customer Fulfilment
7
n • The principles:
• Global Sourcing
• Aggregated supply & aggregated demand
• market & planing principles at the same time
The effects
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
2000ff: „on-demand work place“
worldwide web-based platform
8
n • enabling self-organization
• to Fill in my expertise, experience & interests ,
• to search complementary expertise worldwide.
a portal – role-based, „personalization“
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
2000ff: „Collaborative Environment“
The Bluepages as a platform
9
n • Threaded discussions
• A new model of collaboration:
identify -> assemble -> reconcile -> perform -> disband
Virtual communities of practice
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
2005ff: Integrated Support Functions
19 Functions – viewed as „global skill pools“
10
n • decide where to do the work – if ever
• Logical “centers of excellence”
“manage, operate, optimize“ globally
• “Asset-based Service Strategy”
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
“Service” – Three different Meanings
a) Work of people
11
n c) Interplay of human work & SOA-Artifacts
IBM‘s „asset-based service strategy“
b) IT artifacts („SOA“)
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
Transformation of Service-Work
Common infrastructure
12
n • Standardization of work
The more professionally I work,the more my work can be transfered
Common tools & processes
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
Global Service Delivery Transformation
Global skill pool
13
n • „Professional marketplace“
• Separate: System – People - Methods
General Capability to transfer the work
Taxonomy of skills
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
The Capability to transfer the Service Work
Transfer work to low cost countries?
14
n
• A process of worldwide competing
The better we position ourselves,the faster and more demanding the process
„The right task to the right skills,at the right place, at the right cost“
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
Three phases of IBM‘s internationallity
US-based, exporting worldwide, with sales offices in many countries
15
A Corporation with self-contained businesses in 75 countries
A Company using its multinational presence for operational advantage
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
IBM as a Globally Integrated Enterprise
Customer facing side
16
• Delivery & support side
„use the global presence of the companyfor operational advantage“
“global reach & local roots”
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
2) What does it mean for us?
Divestures & Investments
17
On going Integration
Human Resource Strategy
„Lean@IBM“
„The Future of the Enterprise“
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
Divestures / Investments
Divesting „commoditizing products“ and „low-value work“
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Investing in fast growing areas
• Acquiring “high-value capabilities”
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
Ongoing Integration
Delivery
19
Integrated Support Functions
Client Facing Functions
• Ongoing optimization
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
IBM Human Resource Strategy
Adaptive Workforce
20
Workforce Management Initiative
HR Application Architecture & Portlets
• The tool I use to plan my career and learning,
• is the tool for the global grip on the workforce
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
„Lean@IBM“
Principles of the Toyota Productions System
21
„Lean production“ (in the 90th)
„Lean@WIPRO“ (Harvard Case Study 2006)
• “Lean@IBM” (2006)
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
„The future of the enterprise“
“specialised entities“
22
to decide: „build, buy or partner“
„self-organizing“ & „self-aggregating“
• like flocks of bird or swarms
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
3) How to respond?
How to assert our interests?
25
Where are the starting points?
What should be done?
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
Where are the starting points?
Self-application
26
Transformation of Service Work
Professional Marketplace
• On demand Workplace
Wilfried Glißmann (IG Metall – Germany) 25. June 2007
It is us – we ourselves!
Our capabilities
27
Our interactions
-> self-organizing processes
• -> a new worldwide dynamic