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Management of Innovation: The Case Of IBM., 2002.
This report will provide an assessment of IBM's situation with particular emphasis being placed on the concept of innovation.
3,400 words (approx. 13.6 pages), 13 sources, $ 124.95
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Abstract
This will include a description of what was wrong with IBM at the time of the case. Also, a detailed description will be provided of why management had a "fear" in changing its own style at IBM and an explanation will be offered for why innovation did not flourish at the time of the case. Furthermore, a description will be provided of how IBM has embraced innovation and allowed it to flourish, which takes into account the streams of innovation, the sources of innovation as well as what is driving innovation at IBM today. Finally, an assessment will be made about what is the most significant thing that has changed at IBM since the time of the case that is instrumental in allowing innovation to become a management process at IBM.
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IBM Management, 2002.
Investigates IBM's business and management strategies.
2,650 words (approx. 10.6 pages), 5 sources, $ 97.95
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Abstract
This paper provides a case study of IBM and management strategies that IBM has implemented. A history of IBM is discussed, as well as the processes of business management changes that have influenced the success of IBM.
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Customer Relations Management and IBM, 2004.
Examines how IBM retains a competitive and strategic advantage in CRM and market-driven quality.
9,272 words (approx. 37.1 pages), 33 sources, APA, $ 191.95
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Abstract
Customer Relationship Management (CRM) is important in all industries, and current experience clearly identifies it as the dominant e-business driver. The benefits of CRM solutions are far-reaching and powerful. Typically, the ability to give your customers exactly the information they want, when they want it, is the first priority of CRM. However, as demonstrated in this paper, CRM can do much more. This paper examines how the computer company, IBM, has tailored CRM solutions to meet its unique business needs. It critically evaluates CRM and its benefits to IBM as it forges ahead in e-business, and it also shows how IBM has implemented and leveraged CRM as an effective e-business tool.
Table of Contents
Abstract
Introduction
Statement of the Problem
Hypothesis
Rationale
Literature Review
IBM?s Role in the CRM Market
Impact Assessment
Competition
Advantages of Customer Relationship Management
Case Studies
IBM?s Vision of CRM
Methodology
Implementing CRM
Results, Discussion and Conclusion
CRM Results
CRM Transformation
IBM?s Challenge
IBM Value Proposition
Recommendations for Implementing CRM
CRM Strategy
Sales Productivity
Reduced Risk
Conclusion
Bibliography
Appendices
Endnotes
From the Paper
"Currently, IBM's CRM initiative is one of the largest in existence (CIO.com, 2003). When completed in 2005, IBM's hundreds of thousands of customers, employees and partners will have a single, integrated view of customer information, which will be shared across applications, time zones, business units, and more. IBM uses Siebel Systems' eBusiness applications (more than 80,000 licenses have been purchased), IBM's DB2 database, WebSphere e-business infrastructure software, MQSeries messaging software and a combination of IBM eServer pSeries systems coupled with an enterprise storage server (aka Shark)."
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IBM's Management, 2007.
A discussion of the management failures in the Integrated Business Machines (IBM) company.
1,158 words (approx. 4.6 pages), 3 sources, MLA, $ 39.95
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Abstract
The paper discusses how IBM was the computing ruler and the gold standard for corporations. The paper portrays how the company changed from a paragon of power, prestige and farsightedness. They were the leaders in technology and in bringing in women and minorities into a well-paid workforce and a corporate culture, which inspired lifelong loyalty. The paper examines the CEO Sam Palmisano's changes to the company and shows how time-honored principles of management were breached. The paper illustrates how rather than restoring the failing company into its former greatness, these new policies and developments extinguished the loyalty of long-time employees and forced them to resign.
From the Paper
"Palmisano claims that his objective was to restore the old core values of IBM in his attempt at regaining its leadership in the field of technology (Ante 2003). He sought that return to its traditional roots by flattening the organization, the lowering of the CEO and placing emphasis on teams. In retrieving IBM's DNA, he imagined it would elicit appropriate response in the form of a technology boom and restore it into the level of greatness it once enjoyed. At the center of his plan is e-business on demand, which by then, was already consuming a third of IBM's $5 billion research and development budget. The concept begins by helping customers standardize all their computing needs."
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IBM/Lenovo Case Study, 2007.
An in-depth analysis of the IBM and Lenovo merger.
2,358 words (approx. 9.4 pages), 6 sources, MLA, $ 72.95
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Abstract
The paper explores the IBM and Lenovo merger and analyzes problems and opportunities that the merged company faces. The paper explains that with an acquisition of this magnitude, there are sure to be challenges and risks with integrating both companies together. To organize all components of this analysis, the paper concludes with a strengths, weaknesses, opportunities and threats (SWOT) analysis. Finally, the paper evaluates how Lenovo will have to deal with the issues of price, promotion and place.
Outline:
IBM and Lenovo Pre-Acquisition
Analyzing the Acquisition from a Marketing Perspective
SWOT Analysis of Lenovo post-merger
Lenovo Post-Acquisition Marketing Mix Analysis
From the Paper
"In comparing the history of both companies, there are many parallels that emerge specifically from IBM's PC Division on the one hand, and the rapidly expanding manufacturing and selling expertise of Lenovo throughout China, India, and Russia according to Hamm, Roberts, and Lee (2005). The first and most obvious is the variation in business models that the PC Division had relative to the many other divisions of IBM, namely a focus on services revenues and margins being typically higher than product revenue (IBM Financial Analysis, 2001)."
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Time, Innovation and Reading Geography: The Case of Nigeria., 2002.
This paper examines geographical influences, particularly colonialism's impact, in the history and literature of Nigeria.
1,900 words (approx. 7.6 pages), 11 sources, $ 71.95
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Abstract
The state of Nigeria is a European geographical concept imposed on African reality. This dissonance is revealed in the both the country's colonial past and its present dysfunction. It also echoes throughout the diverse literature produced in the area for a century.
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Systems Development Case Study: the Case of PepsiCo, 2005.
A case study looking at PepsiCo's implementation of a new procurement tracking and data-keeping system.
900 words (approx. 3.6 pages), 1 source, $ 35.95
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Abstract
The paper looks at PepsiCo's recent decision to implement a new procurement tracking and data-keeping system for its international operations. It paper examines the objective that drove the change, the factors at play which made it desirable, the main participants in the new design, and the systems development cycle approach which would have worked best had it been implemented at the start of the entire process.
Finally, the paper looks at the problems and opportunities that would have been considered by the student if he had been in charge of the design and implementation of the new procurement system.
From the Paper
"The following paper will briefly review five questions which invariably arise when assessing why a particular systems arrangement is adopted by an organization. Specifically, the paper will look at PepsiCo's objectives for any Purchase to Pay system modification it undertakes, what factors were present to motivate the company to implement the project, who were the main participants PepsiCo had to involve so as to develop the corporation's revamped Purchase to Pay system, which systems development cycle approach would have been best for the PepsiCo project and, not least of all, what problems and opportunities should have been considered in conducting the initial systems investigation? This is a fairly complex topic, but the underlying truth it reveals are not especially complex at all; to wit, the case study of PepsiCo underscores how important it is to examine every option and scenario before making detailed changes.."
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Technological Innovation, 2002.
A discussion of who should reap the benefits from technological innovation through a case study of the Duval Research Center.
1,243 words (approx. 5.0 pages), 1 source, MLA, $ 42.95
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Abstract
This paper discusses the issue of to what extent the creators of technology should be compensated if that technology is created under the aegis of a company. As an example it takes Duval Plastics, a 100-year-old company located in Delaware, that for many years operated on a dual career track, someone could come into the company on the sales and management side, or on the technical side. It looks at how members of the technical side feel that the marketing and management side of the dual ladder receive greater and faster compensation and how this strikes the technical people as unfair since it was their research and application that created the products that the company is selling. Through an analysis of key issues and factors, it attempts to determine who really should be compensated for the success of technological innovation.
From the Paper
"If the company decides to go on a one-ladder program, it will be initiating more problems, perhaps, than it will be solving. The company must keep two separate programs going. If the advancement up the technical ladder is predicated only by time spent with the company (as some researchers feel) then they are being rewarded solely for time spent. The sales and marketing people, on the other hand, must constantly keep finding new or expanded markets for the same product. Assuming that the company does go on a single career track, that prospect can be analyzed using a SWOT analysis."
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Building an Innovation Factory, 2008.
This paper discusses the concept of the innovation factory as described by authors A. Hargadon and R. I. Sutton in their paper 'Building an Innovation Factory'.
1,150 words (approx. 4.6 pages), 1 source, APA, $ 39.95
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Abstract
This paper explains that A. Hargadon and R. I. Sutton in 'Building an Innovation Factory' from "Harvard Business Review on Innovation" state that one of the most effective strategies for developing innovative products is a think-tank community in which multiple persons gather and test new ideas. The author points out that while management may recognize the value of the innovation factory it is often hard-pressed to put into effect the strategies that promote both the factory itself and the ideas that it generates. The paper relates that, in active innovative think tanks, there is a strong need for the knowledge broker, a person or an organization that functions as a broker between the innovator and a point of sale. The author describes three stages of the innovation-development process or cycles: capturing the good ideas, keeping the ideas alive and imagining new uses for old ideas. The paper concludes that the innovation factory not only helps create new ideas but also ensures their movement and continued development throughout different organizations.
Table of Contents:
Hargadon and Sutton: "Building an Innovation Factory"
The Knowledge Broker
The Innovation-Development Process
Transfer of Technology
From the Paper
"Innovation factories affect the transfer of technology not only through moving information through brokers but also through informal channels such as dialogue and communication. The use of the knowledge broker is more secure, especially as these third parties have effectively created a new economic position for themselves based upon the value of the services that they provide. However, it is also useful for the innovators of different companies to participate in group sessions and dialogues; while the confidentiality of the company's information and products must be maintained, dialogue can not only help foster new sources of ideas but can help improve the ones that already exist."
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Innovation in the Oil Industry, 2008.
Explores the organizational responses of the oil industry to externally induced ethanol and energy innovations.
10,390 words (approx. 41.6 pages), 59 sources, APA, $ 208.95
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Abstract
The paper deals with the impact of external forces of developmental innovation on the management strategies and processes of oil companies. The paper highlights how adoption of new innovation strategies can be difficult to apply for a major industry like the oil industry at the same time as highlighting the advantages that the oil industry could have by adopting the newer innovation strategies. The paper also deals with the appropriateness of the timing, speed and application of the innovation strategies within the oil industry.
Table of Contents:
Abstract
Introduction
Analyzing Industry Environment through Innovative Business Management
Analyzing Competition within the Industry
Timing of Innovation
Innovation Speed
The Impact of Corporate Culture on Innovation
The Use of Core Competence as an Innovation Method
Internal Innovation
Research and Development
The Speed of Marketing the Innovated Product
The Relationship between Innovation and Organizational Success
The Impact of Innovation on Organizational Capabilities
The Relationship between Experience and Innovation
Strategic Planning and Innovation
The Strategic Planning Model Developed by Bryson
Conclusion
From the Paper
"The production of ethanol also leads to the release of aldehydes and alcohol in the environment which is harmful as they are cancer-causing chemicals. After the production of ethanol was inspected, the chemicals and gases released into the atmosphere were found to be quite detrimental for the environment. As even the plowing, planting, cultivation and transportation of corn takes up petroleum energy, ethanol can not be considered to be a safe alternate energy source and neither is it environmentally friendly as it contributes to a lot of environmental pollution."
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Human Resources Management, 2007.
This paper is a general discussion about the role of human resources management using IBM and Google as examples.
3,840 words (approx. 15.4 pages), 14 sources, MLA, $ 105.95
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Abstract
This paper explains that human resources professionals must learn to observe an organization from all perspectives by considering what is effective and what is important to achieving the company's goals as defined in the mission statement. The author points out the potential for conflicts between corporate mission statements and business strategies and the genuine needs and concerns of personnel, especially in the area of compensation. The paper stresses that training involves not merely the imparting of specific job skills to an employee but also making sure the employee understands clearly the company's goals and values. The paper includes several quotations.
From the Paper
"Workplace behavior must be in accord with the standards of the company in order to be rewarded. The employee who follows proper procedures and conducts himself or herself well with other employees and management will be rewarded with a secure future and an adequately remunerated present. As well, the business skills aspect of the paradigm serves both worker and firm. If an employee knows the acquisition of new and useful skills, or the perfecting of existing one is to be rewarded in a manner that is conducive to his or her needs, he or she will strive to perfect or increase those skills."
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Disruptive Innovation, 2004.
An overview of the topic of disruptive innovation in the marketplace.
2,922 words (approx. 11.7 pages), 6 sources, MLA, $ 86.95
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Abstract
This paper analyzes the concept of disruptive innovation, also known as disruptive technology and disruptive change. Using Ron Adner's definition from his article titled ?When Are Technologies Disruptive? A Demand-Based View of The Emergence of Competition? as a guide, it attempts to investigate the dynamics of disruptive innovation in the marketplace. It looks at some of key characteristics and attributes inherent in any disruptive innovation and outlines some useful strategies companies can use to protect themselves through identifying, assessing and even creating disruptive innovation. It concludes with a discussion concerning some of the major hurdles companies undergo when contending with such an event in their market space.
Outline
Introduction and Objective
The Dynamics of Disruptive Innovations
Sustaining vs. Disruptive
How to Identify and Assess Disruptive Innovation
How to Respond to Disruptive Innovation
Five Responses to Disruptive Innovation
Major Hurdles
How to Create Disruptive Innovation
Strategy #1 - Creating a New Market as a Base for Disruption
Strategy #2 - Disrupting the Business Model From the Low End
Conclusion
From the Paper
"Another common hurdle in the face of disruption comes to light once a company has decided to embrace the innovation while continuing to operate the current business. Since, a disruptive innovation creates the need for such a different business model, and usually a different product, there is no question that complications arise when a company tries to incorporate the new business within the current model. The issues are numerous and range from funding, human resources, leadership, and cost structures just to name a few. To minimize these risks and hurdles studies suggest that the new business functions be carried out as an independent entity, linking back to the parent only when necessary or to take advantage of clearly beneficial synergies."
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Innovation and Change, 2005.
A discussion on the definition of innovation and its benefits to an organisation.
2,005 words (approx. 8.0 pages), 7 sources, MLA, $ 63.95
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Abstract
This paper examines how innovation can be described as a series of processes in which a creative thoughts or ideas, can be turned into useful products or services and to an equal extent, a work method. It looks at how innovation is most likely a term mainly associated with business but there are a number of areas in life, such as sport, relationships and schoolwork that may involve or need innovation to succeed.
Outline
What is Innovation?
Consider, is Innovation the Same as Creativity?
Why Organizations Need to Change to Capitalise on the Talents of Innovative People
The Possible Effects of Organizations' Lack of Innovation
Strategies Management
From the Paper
"Creativity can be related to mind over matter, defined as the ability for a person to be unique and come up with different ideas. This can mean any one can think of a creative or innovative idea, but it is the innovative people in our society that have ability or the courage to turn a creative idea into an innovative product or service. If an organization is creative, it isn't necessarily innovative, meaning it can be creative toward its handling of internal or external issues or problem solving, although it may not be innovative in terms of creating an innovation or continuing to create products or services and injecting them into the market place."
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Managing Innovation and Creativity, 2004.
Examines how professionals manage issues of innovation and creativity within an organization.
6,436 words (approx. 25.7 pages), 20 sources, APA, $ 149.95
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Abstract
This paper argues that successful and innovative organizations are those that respond dynamically to the external environment?s changes, while retaining a creditable and, above all, creativity-oriented, internal organizational culture in which the employee feels free to communicate innovative and creative ideas to the management structure and also feels motivated to affect change and dynamism. The report looks at case examples of successful companies that have managed innovation and creative ideas in an effective manner, such as General Electric. The report also looks at how creativity and innovation affects issues of organizational management and leadership. This report advances the idea that a cohesive company is a successful one, and a company can only be cohesive when all levels of employees believe that they can speak up and make a difference in terms of adding their own creative input to decision-making structures that exist in the organization. The paper looks at the management of creativity and innovation from the perspective of both internal and external organizational environments, providing, as mentioned, case examples from existing businesses, as well as support from primary and secondary source material.
From the Paper
"By recognizing that the possibilities are limitless, creative decision-makers can align goals and funding internally in a setting in which they do not need to rely on making seemingly-endless lists of possibilities. This is not to disparage the value of evaluation as a process, but it is to highlight that evaluation should be centered more on real-world solutions than possibilities. ?Sometimes people think that evaluation is something that comes only at the end of a project. However, this is wrong. Evaluation works best when it is an integral part of a project from its initial development to completion? (Boulmetis and Dutwin, 2000). This also helps in goal alignment and funding internally, as employees become more focused on innovative and creative goals and visions."
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The Innovation Process.
This paper discusses the innovation process by which businesses develop new products.
3,030 words (approx. 12.1 pages), 6 sources, APA, $ 89.95
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Abstract
This paper explains that the innovation process requires the coordination or interaction of in-house R&D, marketing, finance, manufacturing, materials purchasing, information systems, distribution, and the external "network" to get any product or service to market. The author points out that few companies can vertically integrate sufficiently to produce all the knowledge necessary to create innovative new products on their own; therefore, loose coupling with other organizations is paramount. The paper describes modern 'loosely coupled' innovation processes, which are used in several types of companies, including the development of aircraft engine control systems, an example of a multi-technology, multi-component product.
Table of Contents
Introduction
Key Characteristics
Interactivity
Loosely Coupled Organization
Opportunity
Case Studies
Managing the Result of Innovation: Rollovers
Conclusion
From the Paper
"Another failure was the introduction of the Osborne II to replace the Osborne I, the first laptop computer on the market. The company's founder, Adam Osborne, announce the new produce in late 1982. In 1983, however, the company experienced technical problems on the Osborne II, pushing the delivery schedule back. By that time, Osborne I was selling slowly-arguably because customers were awaiting the Osborne II-and the company developed cash flow problems and Osborne filed for bankruptcy in September 1983."
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