What methods can the enterprise employ to be certain that all these initiatives are benchmarked, measured and attained?.
BALANCED SCORECARD.
According to The CPA Journal, July 2002, p117, Balanced Scorecard is one of the "75 most influential business ideas of the 20th century."" Balanced Scorecard, (BSC), is a broad-based scoring system that links the company's mission to strategic implementation. It is a "customer-focused planning and process improvement system aimed at focusing and driving the change process,"" Journal of Health Care Finance, Summer 2002, p69. These metrics can measure such diverse areas as financial results, cycle times, customer care, loyalty, retention, employee development and market share. .
The benefits of BSC are clear. The use of Balanced Scorecard allows the company can more effectively implement its strategic vision. It provides a method to heighten awareness of certain strategic initiatives. Communication is optimized within the organization. BCS will assist in aligning the goals of each area into a more cohesive, enterprise-wide plan. Finally, BCS provides a creative and effective method in which to evaluate employee performance. .
In the past, employees may have been evaluated on a narrow area in which they were responsible. How often had a line worker received a bonus for increased production in his or her specific line? This narrow focus is replaced with a wider company perspective. Employee compensation can now be based on the entire scorecard instead of on just a limited area. This system charges employees to be concerned with the overall performance of the company, just not in the area in which they work. .
Robert Kaplan and David Norton introduced this concept in their 1992 book Balanced Scorecard. The authors use an effect example to illustrate the absurdity of managing a business with limited information. Would you fly on a 747 jet that only had one gauge, the air speed? What about fuel or altitude? Many companies operate in this fashion relying only on certain essential informational elements.
Evaluate the process by which IBM reached the 360 decisions. ... The problem of IBM was what is the next new product line? IBM was trying to define a strategy for the new era. ... IBM would need to spend $60million in hardware development. ... Vertical Integration in IBM IBM has become vertically integrated due to the change in the company's character. ...
., Chairman and CEO of IBM, had driven IBM to follow an overall strategic focus to maintain a superior standing in the computer industry. The future of IBM was expected to be determined by its effectiveness in competing in the rapidly growing and highly competitive computer services industry, specifically in the professional computer services segment. In light of IGS's declining financials and its overall importance to the future success of the IBM Corporation, Gerstner was asking his IGS executive management team to consider changing the way IGS was doing business. ...
In 1980, IBM started a secret project called "acorn" and thirteen months later IBM released the IBM PC and this let people know the PC was something that was going to be big. When the IBM PC hit the market, it was released as a whole system and IBM had secretly given PC prototypes to software developers so when it was released, there was many programs and accessories available for the new machine. IBM developed monitors, printers, and expansion cards, making the IBM PC an open system for expansion. The IBM PC used an Inel 8088 microprocessor that had 16K of RAM, which was expandable to 256K...
IBM was created as IBM by T. ... Fortunately for IBM, this opinion did not prevail. ... With respect to his influence on IBM's R&D deployment, the story circulating around IBM was the following. ... IBM Research, and IBM, from 1960 to the mid-1980s. ... Was all this work good, and worthwhile for IBM? ...
Microsoft got its biggest break in 1980, when IBM chose Microsoft to write the operating system for the IBM PC personal computer. ... When the deal was made, Microsoft didn't yet have an operating system to sell to IBM. ... During the meeting with IBM, Bill Gates was very crafty and convinced IBM to let Microsoft license MS-DOS to other computer manufacturers. That is why there are many clones of the IBM PC today. ... In 1991 Microsoft and IBM went separate ways. ...
IBM is a successful business. ... But who are IBM's customers? ... Here, as IBM describes, "New Technologies, New Problems, Answers from IBM". ... I bet there is not one employee working for IBM that doesn't own a IBM laptop. ... IBM is never satisfied. ...
• IBM SNA ARCHITECTURE SNA was developed in the 1970s with an overall structure that parallels the OSI reference model. ... In this environment, resources are explicitly predefined, thereby eliminating the requirement for broadcast traffic and minimizing header overhead • IBM Peer-Based Networking Changes in networking and communications requirements caused IBM to evolve (and generally overhaul) many of the basic design characteristics of SNA. ... Internetworking among SNA peers hinges on several IBM-developed networking components. Advanced Peer-to-Peer Networking (APPN) repres...
Introduction The IBM POWER4 is a newer microprocessor that was designed for hi-end servers and supercomputers, which are 32-way symmetric multiprocessor systems (SMP systems). ... It leverages IBM technology using an 0.18- µm-lithography copper and silicon-on-insulator (SOI) technology. ... With the POWER4, IBM opted to also embrace the speed-demon approach. ... Three years later in 1996, IBM announced the first machines to be based on the P2SC processor (Power2 Super Chip). ... The processor on the first IBM Power4 equipped servers, the IBM pSeries 690 Model 681 servers, operates at...
Throughout this, Gerstner also brought IBM to the market as One IBM to signify that this is not the same company as before. ... Ensuring that the current customers IBM held continued to do business with them was one of the major keys to IBM's turnaround. ... To continue in making IBM as successful as it once was, Gerstner hired Jerry York and placed him in charge of getting IBM's costs under control. ... IBM has now gone through a roller coaster of ups and downs. ... For the future IBM has plans of focusing on the development of contact centers (IBM). ...
Companies like Microsoft, IBM, AOL, Starbucks, AT&T, Wal-Mart, Walgreen, and J.P. ... That strategy worked pretty well for me, I made a profit with Microsoft, IBM, AOL, Starbucks, Wal-Mart, And JP Morgan Chase. I made the biggest profit with IBM - $35,000 and Microsoft - $11,370, while I made only minimal profit with the others. ... I was surprised with how well IBM did, I was not expecting to get that much back from IBM or Microsoft. ... One thing I would have changed if I could, would be too buy more shares of Microsoft and IBM and in the tech industry overall....