Human Capital Management MBA Case Study - Management Assignment Help

Assignment Task

IBM’S HR TAKES A RISK

When Palmisano announced his signature Business Transformation initiative, he called for IBM to establish an ‘on demand’ global supply chain that provides customers with IBM products and services – software, hardware, business processing, consulting and more – wherever and whenever they need it. He then eliminated layers of management bureaucracy and moved the workforce closer to its global clients so that the company could compete on service delivery. Today, under Palmisano, the IT giant generates more than $90 billion in revenues. With 330 000 employees, it is among the 15 largest publicly traded companies in the world. Central to its resurgence is IBM’s recognition that human capital is its most distinctive and manageable asset. Companies that rely on technological or manufacturing innovation alone cannot expect to dominate their markets indefinitely. Competitors can and do catch up. The quality and strategic deployment of talent is what separates winners from the also-rans. That’s why Palmisano chose to centre IBM’s business strategy on the belief that its people are, and will continue to be, IBM’s key market differentiator. HR and talent management – not computers – are IBM’s core business.

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