IBM Corp Turnaround Robert D Austin Richard L Nolan 2000
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During my fourteen years with IBM, I witnessed the company’s dramatic turnaround from a dysfunctional, bureaucratic and stagnant state to a leading innovator and industry leader in just a little more than a decade. During the mid-1990s, IBM was a mess. The company’s stock was plummeting, management was in disarray, customer confidence was in the dirt, and productivity was low. The company was losing market share, and management was unable to communicate effectively or deliver
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My name is Robert D Austin, I am a freelance writer and editor, working in corporate communications. important site I have always been fascinated by IBM since the first day I set my eyes on the IBM logo at age 8. So, I applied for the internship with IBM and they accepted me. I started my internship in April 2000 with IBM headquarters in New York. I was assigned to the company’s marketing department and worked on the rebranding of the IBM brand. My first assignment was to conduct a study
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IBM Corp, founded in 1911, is a multinational technology and consulting giant. Its revenues in 1998 were 20.6 billion US dollars, and the company had nearly 150,000 employees around the world. I’d say that the company had been going through a tough period. A great many shareholders felt that the firm was not making enough profit, that it was not keeping up with technological advances, and that its share price was suffering from poor publicity.
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In November 2000, IBM’s stock traded below the $20 mark for the first time since 1993. This was followed shortly thereafter by a 40% plunge. Investors blamed high inflation, the end of the ‘boom’, and declining world trade. Yet IBM executives continued to press for more innovation and investment. pop over to this web-site The strategy had become known as the ‘Square Peg in a Round Hole’. It aimed to create a global powerhouse with specialised business
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“IBM Corp turned around in 2000, by restructuring its organization, cutting costs, and reorganizing its operations. The company had been hit by the dot-com bubble and a severe recession, which had damaged its reputation, sales, and profitability, leading to a sharp increase in its losses. In April 2000, IBM Corp went public, hoping that investors would trust the company’s resilience and the strength of its management. However, after the public offering, IBM Corp had lost bill
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In June 2000, I was asked to serve as CEO of IBM Corp, and it was one of the biggest jobs of my professional life. I had been asked to evaluate IBM’s performance in the previous six years, assessing a range of issues, such as the company’s financial performance, the strategic direction and its overall impact on the marketplace. I began by analyzing the data and meeting with the key executives from various teams, which helped me understand the business, market, and the challenges that IBM Corp had to overcome
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