ibm global outsourcing presentation 2008
TRANSCRIPT
© 2008 IBM Corporation
Global Collaborations
Feb 15, 2008
Mark Hill
IBM Functional Manager
May 21, 1952May 21, 2002
© 2008 IBM Corporation2
Agenda
IBM Global Strategy on OutsourcingIBM Customer Support StructureDevelopment Collaboration with Japan– Initial Dynamics of Teams– “One Team” Integration– “One Team” Integration Results– Upper Management Role
Summary
IBM Global Services
© 2007 IBM Corporation
IBM and Global Outsourcing
IBM and Global Outsourcing
© 2007 IBM Corporation4
Agenda
IBM’s Strategy
IBM’s History of Globalization
IBM’s Approach to Globalization– Globally Integrated Enterprise
IBM and Global Outsourcing
© 2007 IBM Corporation5
Become the Premier Globally Integrated Enterprise
• Lower the center of gravity• Improve cost and effectiveness by moving work to
where it can best be performed• Focus IBM’s resources where we create the greatest
value and excel in business collaboration
Deliver the Value of Integration Through Open Infrastructure
• Focus on sustainable share leadership and grow PTI and revenue above market
• Drive leadership in enterprise SOA and infrastructure SW and services
• Increase share leadership for servers and drive to leadership in storage
• Lead transition to standardized service products
Lead the Shift to Business Value• Deliver business & IT consulting and
implementation services globally• Build, run and maintain cross-industry and
industry-specific business process services• Leverage leadership technology and engineering
services• Accelerate business value shift through SOA and
Information on Demand
Lead the Innovation Agenda• Drive innovation thought leadership• Create high impact technology and business model
innovation• Leverage our innovation capabilities to solve client
problems aligned with their value creation approach
IBM’s Strategy
Source: IBM Corporate Strategy – Version 2007-02-14
Focus on Enterprises that ValueBusiness and Technology Innovation
IBM and Global Outsourcing
© 2007 IBM Corporation6
Systems Software Services
Committing to Innovation and Integrated ValueIBM’s Sources of Strength
IBM and Global Outsourcing
© 2007 IBM Corporation7
20thCentury
The Emerging Business Model International Exporting
IBM and Global Outsourcing
© 2007 IBM Corporation8
20thCentury
The Emerging Business Model Multinational Country Silos
IBM and Global Outsourcing
© 2007 IBM Corporation9
A new computing model for business
New client needs generated by these new possibilities
The rising tide of globalization
Forces of change
IBM and Global Outsourcing
© 2007 IBM Corporation10
Focus on open technologies and high-value solutions
Deliver integration and innovation to clients
Become the premier Globally Integrated Enterprise
IBM’s Strategic Foundation
IBM and Global Outsourcing
© 2007 IBM Corporation11
The Emerging Business Model The Globally Integrated Enterprise
21stCentury
IBM and Global Outsourcing
© 2007 IBM Corporation12
Becoming the Premier Globally Integrated Enterprise
Serve clients by integrating capabilities horizontally and globally
Global IntegrationGlobal Footprint
Locates operations anywhere in the world based on economics,
expertise and business environment
Global Optimization
Leverages Global Footprint to access global markets and gain
operational advantage
Cost Savings- Global Delivery- Shared Services- Process Excellence
Progressive Focus
+Value Creation
- Collaboration - Synergy
IBM and Global Outsourcing
© 2007 IBM Corporation13
Extending reach into local markets
Reallocating talent
Optimizing and integrating key operations
Eliminating redundancies and excess overhead
Leveraging world-class capability, wherever it is located
The Globally Integrated IBMMaking the Whole of IBM More Efficient
© 2008 IBM Corporation14
IBM Customer Support Structure
© 2008 IBM Corporation15
IBM Customer Support Structure (3rd level)
“Follow the Sun” organization discussed many times, but not currently implemented
World is partitioned by zone– AP – Japan
– EMEA – Mainz, Germany
– Americas – Tucson, AZ
– ANZ (& India) – Melbourne, Australia
© 2008 IBM Corporation16
Support Example
Problem discovered in EuropeSent to US for initial FASent to Japan for continued FAQuestions collected between US, Japan, sent to Europe for more dataEurope gathers additional clarifying informationUS does additional testing, clarification of problemJapan reviews additional data, creates fixUS & Japan verify fixFix given to Europe
© 2008 IBM Corporation17
Development Collaboration with Japan
Initial Dynamics of Teams
“One Team” Integration
“One Team” Integration Results
Upper Management Role
© 2008 IBM Corporation18
Initial Dynamics of Teams
New project defined
Team Leads
Architecture discussions
Re-use of code, logic
First Product Results
© 2008 IBM Corporation19
“One Team” Integration
Convergence of products
“Two in a box” formation at the management layer
Forming relationships– Build on existing relationships
– Face to face meetings
– Video conference calls
– Periodic phone conference calls
© 2008 IBM Corporation20
“One Team” Integration
Culture– IBM is a US company
– English tests (verbal and written)
– Previous experience in US
– Approaches to fixing problems
Trips for face-to-face meetings
© 2008 IBM Corporation21
“One Team” Integration
Roles & Responsibilities
Tools & Standards
Infrastructure & Processes
Keeping on track
© 2008 IBM Corporation22
“One Team” Integration Results
Second generation of product
Converged product
Location leverage– Customer support by location
– Worldwide standards
– GR
© 2008 IBM Corporation23
“One Team” Integration Results
Distributed teams within the team
24 hour collaboration– By partition of function– By passing knowledge
Collaboration spread to other teams– Other programs started– Switzerland, Tucson, Japan
© 2008 IBM Corporation24
Upper Management Role
High-level Planning
Care & Feeding (Awards & Appraisals)
Relationship Building & Team Infrastructure Dynamics
Budget & Policies
Goals & Directions
© 2008 IBM Corporation25
Summary
Global team requires trust
Global team can share workload
Long term relationships are key to sustaining performance of distributed team