GIE transformation implemented in IBM, but also the globalization of Chinese enterprises began to make plans of the road.
Strictly speaking, IBM for the globally integrated enterprise (GIE) in practice, it can not be called a best practice case. Because for IBM, this is still a ongoing implementation of the strategy. However, this does not preclude IBM's promotion of the GIE concept and help other companies "and improvement" of confidence.
In fact, the implementation of GIE in the transformation of IBM, but also for other companies began the road to the globalization of ideas and suggestions. In 2005, IBM and the new Olympic Group signed a five-year "as the dance program," the objective is to adapt to the transformation of global competition; in 2007 in the successful implementation of the ERP reform, Suning Appliance and IBM has signed a five-year "Blue color scheme, "the aim of international management of change; In addition there are Huawei, Lenovo, Industrial and Commercial Bank of China and other companies are in the process of globalization, and IBM formed a partnership to varying degrees.
"Su Ning, the process of expansion in scale, have been seeking to play through the operational integration of resources and enhance the core
Competitive way. "Said Sun Weimin, president of Suning Appliance. But globalization is not an overnight thing, the" going out "before the enterprises themselves have to be prepared. This is IBM's consulting services in recent years highlighted a key." Internationalization of Chinese enterprises in the past illustrates the lessons learned: In going out to look after a partner, or to seek the help of consulting firm, has been too late. "IBM Chief Adviser Dr. Bai Lixin operating strategy of" foreign management, "said.
"Hardness with softness" of the system
Li-Xin Bai participate in the new Austrian cooperation projects have been more than two years. In which half of the time, IBM is promoting a new Austrian called "leadership to enhance culture and the ground" project. "Going out in the new Austrian official prior to adjustment of the institutions, to establish a system to adapt to international competition." Li-Xin Bai said. But IBM, enterprises and the establishment of a system and break the framework is not the most difficult. Because it is rigid, it can be replicated, but not the soul. Make a business dynamic, so that these systems and the effectiveness of processes can occur, is the core values, its leadership and management guidelines and institutional system. Only the rigidity of the system and processes and flexible combination of leadership and culture in order to build up a complete management system.
This brings to mind, IBM introduced at the beginning of GIE, once launched the world's 300 000 employees in 3 days to make recommendations on IBM's culture and criticism, these views are ultimately assembled into the core values of IBM. "We just want to change with IBM90 years experience to help companies do a good job in the process of globalization culture preparation." Li-Xin Bai said.
Xinao Gas is a natural gas-focused energy management company, more than 60 cities across the country gas pipeline business. In order to better serve our customers, the new Austrian built in each city call center. "But the problem is that if each city every day the same problem occurs, then the same problem in the call center must handle 60 times." Li-Xin Bai said. This results in increased management costs, while efficiency is not increased.
From the perspective of resource integration, IBM's call center will be the new Olympic concentrated in Langfang, China set up a service number only. "If there Changsha woman, her family's gas with the problem, when she call the customer service phone, she did not know the tone is sounded in Langfang." Li-Xin Bai example. Langfang call center who has been under code, you can of the accident site, the call will be forwarded to a Council Changsha Dialect, familiar with the operator of Changsha, where local conditions. Operator will be the actual situation according to the old lady, to give solutions. "In a single process, the natural increase." Li-Xin Bai said.
"Execution" of the board
ENN is a private enterprise, and, like many private enterprises, after a round of rapid expansion, the company plunged into confusion how the continued growth. Many companies have encountered the same problem, leaders know that road where, but it is nowhere. "Executive power must be the problem." Leaders would think so.
"In this way, 'execution' has become an excuse for leadership, became a hit in the implementation of the strategy of the money the board." Li-Xin Bai said. Implementation of the strategy's failure, the problem really is that actors do? "Often lies in the leadership issue is the strategic layer and did not think clearly, and no person with the implementation of the clear." Li-Xin Bai Geng believe Zhanluezhiding are often Yao strategic failure to assume greater responsibility. In the globalization process, the leadership is more likely that "powerless" to shift responsibility for execution of local head overseas. But without a process to support, not a knowledge-sharing information system, without a clear performance evaluation and incentives, any strategy would only self-deception. "New Austrian very good at this point." Li-Xin Bai said. When IBM entered into cooperation agreements with the new Olympic time, Li-Xin Bai on the new Chairman of the Board Wang Yusuo Austrian said: "If you think the international decision-making is so important, you can allocate one percent of the time to participate?" Getting this Yan, Wang Yusuo very happy so I agreed. Li-Xin Bai on the list then this formula: Suppose Wang Yusuo work 300 days a year, working 10 hours a day, that is 3000 hours, 1% is 30 hours, on average, every three weeks would take two Wang Yusuo hours together with the IBM team. "But you know," Li-Xin Bai said, "If a company's top leaders will spend three weeks every two hours to participate in implementation of the strategy, then, almost all problems." The end result is that every week Wang Yusuo spend two hours with the IBM team together. "This is a 'like dance program' to guarantee the smooth implementation of the great." Li-Xin Bai said.
In fact, the top leadership's concern is the implementation of the strategic implementation of IBM's voice of experience. GIE in the ongoing transformation, IBM has established a leading group for this, "Leader" is IBM's CEO Samuel Palmisano.
Choice resource integration
"The leadership team members from IBM's leadership." IBM Global Delivery Center in China, vice president of Young Virtue of "foreign management", said: "In the GIE of the transition, they coordinate the cooperation of the centers, as centers and a bridge between customers. "
IBM Global Services is IBM implementation of construction of the center's success stories as a GIE. Implementation in 12 service centers, IBM global delivery centers in China has played a decisive role.
Previous paper, we have the services that IBM is "follow the clock go", which in IBM Global Delivery Centre has been fully reflected. "Our customers in different areas." Yang Peide said, "We will demand their assignments." Middle to form a "shift" work will be required to go to another center, these centers have a unified process management to ensure that the "shift" system of smooth conduct.
Clearly, IBM global delivery centers in GIE success, due to the initial choice of care in 12 centers, this may be a global delivery centers, the can meet the most important guarantee for effective collaboration.
"Determine who should play the role of service centers are modeled on the three criteria." Yang Peide said, "That is why IBM has been entrusted with the responsibility of the reasons for China."
The first is purely economic factors. Costs and profits is always a decision of where to complete the work of some factors.
In today's world of work flows, such as: India, China, Latin America, Eastern Europe, these areas. Primary reason is cost.
But the cost is not the only reason. India's largest industrial company Tata Group, to spend 80 billion dollars in higher prices to a British-Dutch steelmaker, purchased materials; European biotechnology and pharmaceutical companies such as Roche and Eppendorf in the United States set up manufacturing and R & D centers; Sony's investment in upstate New York . These areas are not traditional low-cost regions.
"In all these cases, the decision making is not only or fundamentally not because of cost. This is the difference of race. They are doing with the principles of globalization and integration of the second echo - that is, professional skills. "Yang Virtue said.
The second factor is the talent. Needless to say that China's vast talent pool, and college graduates each year transport stream, as guaranteed in China's talent.
The third factor is the open environment. "This said, the opening up of not only refers to open technical standards. Also refers to open trade; both
Intellectual property laws and regulations. "Young Virtue said.
IBM in the study of local resources, a very open environment and value the transparency of decision-making. As proven: only in an open environment, there may be more high-value work into China. This is not just IBM China, but most Chinese companies are willing to see.
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