IBM: Managing Activities to Achieve Results Coursework

Introduction

IBM, the organization whose activities are to be analyzed in this report is a multinational company offering technological and consulting services. It is often considered a ‘Global Giant’ in the field of Information Technology with a rich history dating to as early as the late 19^th century. It has made its presence felt globally by operating in more than 140 countries.

IBM is primarily concerned with the manufacture and sale of hardware and software. Apart from this, it also specializes in a range of services like infrastructure services, hosting services as well as consulting services. The areas in which the company provides services vary from mainframe computers to nanotechnology.

Research forms an integral part of this organization. Here, the researchers get an opportunity to interact with clients, universities and teams on a global basis.

The company has been constantly endeavouring to develop fully into a Globally Integrated Enterprise (GIE) to serve clients worldwide with a seamless global delivery model. To fulfil its business mission, the company has designed Globally Integrated Delivery as one of its important activities (Kustin 2008).

The Globally Integrated Delivery model is uniquely designed and has cost effective value. This model helps the company control the costs incurred and the associated risks while maintaining operational efficiency.

Analysis/Discussion

1. Evaluating the importance of business processes in delivering outcomes based upon business goals and objectives:
   This section includes:
   • Organizational structure and culture and the inter-relationship between different processes and functions:
     The software services of this company initially catered to the needs of the developed nations like USA, UK etc. USA was the first to start outsourcing software services. This has lead to the emergence of India as a superpower. With the gradual expansion of markets and emphasis on cost reduction, more and more countries started considering the diversification of their sourcing strategy. However, it became culturally and geographically challenging for certain countries like India to provide services worldwide (Andersen 2007).
     The above considerations have prompted its intention to develop into a Globally Integrated Enterprise. The fact that it is a multinational company has made the adoption of the Globally Integrated Delivery (GID) model easier to serve clients worldwide.
     This GID model explains the inter-relationship between the primary function of the organization to diversify its sourcing and the way the process is carried out. The best part of this model is that the clients can feel the local presence while services are being created worldwide. The skills and services provided are virtually beyond all boundaries.
   • Mission, objectives and aims of the organization and the way these impact organizational structure and culture:
     For a long time, the company has been operating as separate units in different countries. The units in different countries used to collaborate on a regular basis but not in an integrated fashion.
     The main mission of this company in adopting the GID model is to work in an integrated manner by optimizing the global resources. Additionally, the company also aims to provide smarter work, create an intelligent infrastructure that would reduce costs and provide stability as well as develop a competitive edge (Chatterjee 2008).
     These have an effect on the structure and culture of the organization. Structurally, this has lead to the development of the global workforce. The employees have evolved into global citizens while being sensitive to their own culture. This has also created a synergy in the workforce. Moreover, there has also been a significant alignment of work styles and methodologies that are different in different countries.
   • The methodology to be adopted:
     The methodology that needs to be adopted is the integration of services but in a phased manner. Since the Indian unit of the company has shown considerable maturity in this context, the methodologies adopted in the Indian unit should be taken as the base framework. The units in other countries need to implement these methodologies. In this way, the mapping would be one to one. At the same time, sensitivity to the local culture needs to be taken into consideration (Andersen 2007).
     However, there should be quality gateways that would ensure that the methodology is adopted properly through effective audit systems.
2. Development of plans for their areas of responsibility and implementation of operational plans:
   This section includes:
   • Development of plans to promote goals and objectives:
     Planning should be a sequential process. E.g. If the company plans to expand its Brazil unit as a potential second option after India to implement its GID model, the first thing the company needs to do is to analyze the skill base of Brazil as well identify the nature of skills to be required and developed. The working style of the employees in that country also needs to be taken into consideration. Moreover, the labour laws governing the workforce there is also a crucial factor (Gordon 2008).
     Additionally, the skilled Indian workforce must help its counterparts in Brazil in adopting a matured delivery methodology. Effective workforce policies need to be developed taking the best from India. However, the policies must be framed in accordance with local labour laws and must display sensitivity to local culture.
   • Defining the objectives:
     The target should be such that it can be defined in a measurable way. E.g. in this particular case, the number of persons to be provided training in delivery methods need to be determined. Moreover, the time frame within which this objective is to be fulfilled also needs to be ascertained. In this way, the objective becomes time-based.
     However, it is not sufficient for the objectives to be measurable and time-based. These must be realistic and achievable as well. Fie example, the number of persons to be trained quarterly etc.
   • Effective implementation plans for achieving the defined target:It is not only sufficient to determine and define specific targets. Specific implementation plans need to be prepared to give these targets a definite shape. In this particular scenario, the target can be achieved by imparting training in delivery methodologies to a select few from the Brazil unit. This training should be provided by some professionals from the Indian unit of the company who possess expertise in this field. These employees, after getting training, may be sent to India to assist their counterparts in certain related projects. The knowledge and experience gathered by them would be beneficial to the employees working in Brazil (Kustin 2008). These are some of the implementation plans that can be applied in this context.
   • Management of work activities through effective monitoring and control:
     The plan that is to be implemented to achieve the desired target needs to be monitored and controlled properly. There should be a regular checkpoint to assess how the enablement process is carried out. This should be done at every step to ensure effective implementation to attain the desired results. E.g. the extent to which the Brazilian unit has been successful in adopting the GID model throughout the entire life-cycle of the project right from selling to delivery through solution across the globe needs to be determined (Chatterjee 2008).
   • Implementation of appropriate systems to achieve goals and objectives in compliance with the organizational standards of quality:
     The company should not only aim at achieving the goals and objectives. It must also ensure that the services and products offered are on time, within budget and most importantly, in compliance with organizational standards of quality. Here, efforts should be made to bring the products and services of Brazil at par with India by implementing several quality processes like ISO CEI/CMM.
3. Design and monitor appropriate systems to ensure quality of products and services:
   This section comprises of the following sub-sections:
   • Resources, tools and systems required to support the business process:
     The tools to be used by the company in this context should be deployed to monitor software service quality and must be consistent across both the locations. However, resources in the form of manpower are as important as the tools. There should be a few designated persons to monitor the proceedings. It is also imperative for these designated persons to design some systems to support the business processes.
   • Definition and implementation of quality audit systems/practice:
     A standardized system needs to be developed to carry out the entire business process. In alignment with the defined methodology, the phases of the process should be developed clearly. Each phase should contain a detailed and specific description of the responsibilities of the participating countries. The handover mechanism of the process also needs to be defined properly.
     Furthermore, there should be a system to verify that the phases are carried out in the defined way and the handover mechanisms and other mechanisms are strictly followed. To assure that the processes are being adhered to, a regular audit mechanism needs to be built in to continuously review the entire business process. Moreover, at the end of each phase, checkpoint reviews should also be conducted. A steering committee must be formed to govern the entire process and the audit activities. This committee should also review the possible gaps in the conduction of the process (Andersen 2007).
   • Embedding a quality culture:
     Defining tools and developing quality audit systems/practices are not sufficient. The approach to the job at hand must be injected into the very culture of the workforce. The company should initiate the process of developing a culture where the employees must endeavour to adhere to the process and ensure the monitoring of enablement and service quality.
4. Manage health and safety in the workplace:
   This section includes:
   • Incorporating risk assessment processes:
     In the attempt to implement the GID model, the company needs to appreciate that the key to success lies in the well-being of the global workforce. In the light of the above realization, assessment of risks in compliance with legislative, regulatory and organizational requirements must be carried out.
     In this particular scenario, the company needs to identify the associated regulatory risks if it requires a person from India to work in its Brazil unit. Moreover, the company needs to assess the associated organizational risks if it requires a person having a special expertise to work in another country (Chatterjee 2008).
   • Identification of health and safety regulations:
     A global workforce needs to be mobile. This emphasizes the need to consider the health and safety of the workforce in diverse workplaces. E.g. due to time zone differences and the need to serve global clients, the employees may need to work for extended hours or in irregular shifts. The company needs to formulate regulations for these situations. It must also be ensured by the steering committee that these regulations are effectively applied.
   • Systematic review of organizational health and safety policies:
     Identification of health and safety regulations is not sufficient. It must be ensured that these policies are systematically reviewed. However, review and assessment of health and safety policies is not a one-time affair. The company needs to systematically and periodically review the policies to ensure that appropriate regulations are complied with.
   • Ensuring practical application of health and safety policies:
     In addition to the legal aspects, it is also important to ensure that there is practical implementation of health and safety policies. A number of initiatives need to be taken in this context. E.g. the company may introduce health insurance policies at an affordable rate to cover the medical expenses of the employees. Moreover, the company needs to empower its employees in different locations with sufficient “information, instruction, training and supervision to perform their roles safely and drive organizational performance” (Kustin 2008).
5. Improve organizational performance:
   This section comprises of the following sub-sections:
   • Monitoring systems and work activities and identifying opportunities for improvement:
     Proper planning goes a long way in improving organizational performance. Tools and systems for effective monitoring of the systems and work activities need to be defined and applied. Additionally, the company should formulate effective health and safety policies with the main aim of driving organizational performance. A Continuous Improvement Cycle (CIC) will yield substantial benefits. In this context, the company should incorporate the four elements of CIC, i.e. “Plan-Do-Measure-Learn in the form of a cycle called the PDML cycle” (Kustin 2008).
   • Recommended improvements to reduce the gap between customer expectations and services/products delivered:
     The problems associated with different activities need to be identified during the monitoring phase. This will help the company in identifying the areas for improvement. In this particular case, the company may infer on the basis of the available data that online sessions are more effective for the enablement program than face-to-face sessions. This may be identified as an area of improvement. Again, the company may realize the importance of tie-up with different universities across the globe for facilitating a better understanding of the GID model (Gordon 2008).
   • Identification of the wider implications of the proposed changes within the organization:
     In alignment with the recommended changes, the implications of these changes within the organization must also be ascertained. E.g. in this particular scenario, the changes recommended earlier may have a wider impact within the organization. It will help the Brazil unit develop into a global centre for excellence. It will also help create a large base of truly skilled professionals with an excellent knowledge of the global delivery system. This would facilitate the process of integration that this company aims to achieve.
   • Planning, implementing and evaluating changes within the organization:
     This is one of the most important activities to be carried out by any organization. The proposed changes should be planned first, then implemented and then evaluated. Here, the company should initially plan the proposed changes to be implemented. Next is the stage where the changes are to be implemented. The changes should be implemented with active collaboration between the designated persons from India and Brazil. However, the implementation of the changes is not possible in this case without the active cooperation of academicians who have relevant expertise and knowledge in this field (Chatterjee 2008).
     The next stage is the evaluation stage where the proposed changes are to be evaluated. This would again create scopes for improvement. Here again, the role of the steering committee comes into effect. This committee would be solely responsible for assessing whether the changes have been implemented properly and whether these changes would facilitate further growth and development of the company (Gordon 2008).

Conclusion

Every organization needs to constantly evolve itself. This can be done by bringing about effective organizational change. Bringing about an organizational change that would yield significant results is a pretty challenging task. This particular paper focuses on how different activities are managed in a particular organization of choice to bring about the desired changes. The primary aim of this company is to develop into a Globally Integrated Enterprise by adopting the Globally Integrated Delivery (GID) model. This paper evaluates the activities that need to be managed to realize this target. This would be beneficial in understanding the host of activities that are responsible for bringing about any significant organizational change.

References

Andersen, J., 2007. Strategic responsiveness and Bowman’s risk-return paradox. Strategic Management Journal, 28 (4), pp. 407-429.

Chatterjee, R., 2008. Outline of Garment Business in Western India. Baroda: IPCL Press.

Gordon, D., 2008. Managing Project Risk: Best Practices for Architects and Related Professionals. New York: John Wiley and Sons.

Kustin, R., 2008. Marketing globalization: A didactic examination for corporate strategy. The International Executive, 36 (1), pp. 79-93.