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Harvard Case - IBM's "On Demand Business" Strategy

"IBM's "On Demand Business" Strategy" Harvard business case study is written by Ali Farhoomand, Samuel Tsang. It deals with the challenges in the field of Strategy. The case study is 30 page(s) long and it was first published on : Sep 20, 2005

At Fern Fort University, we recommend IBM to continue its 'On Demand Business' strategy, but with a renewed focus on strategic partnerships, disruptive innovation, and a more agile organizational structure. This will allow IBM to leverage its existing strengths in technology and analytics while navigating the rapidly evolving digital landscape.

2. Background

IBM, a global technology giant, faced a critical juncture in the early 2000s. The traditional hardware-centric business model was losing relevance as the world transitioned towards cloud computing and software-as-a-service. To counter this, IBM launched its 'On Demand Business' strategy, aiming to become a leading provider of IT solutions and services delivered through a subscription-based model. This strategy involved significant investments in areas like consulting, software, and analytics, with a focus on leveraging technology and data to solve complex business problems for its clients.

The case study centers around IBM's journey to implement this strategic shift, highlighting the challenges and opportunities associated with transforming a legacy company into a more agile and customer-centric organization.

3. Analysis of the Case Study

SWOT Analysis:

  • Strengths: IBM's strengths include its strong brand reputation, vast technical expertise, global reach, and established customer base. It also possesses a robust research and development infrastructure, allowing it to continually innovate and develop new solutions.
  • Weaknesses: IBM's weaknesses include its complex organizational structure, which can hinder agility and decision-making. Additionally, the company faced challenges in transitioning from a hardware-centric model to a more service-oriented approach.
  • Opportunities: The opportunities for IBM lie in the rapidly growing demand for cloud computing, analytics, and artificial intelligence (AI). The increasing adoption of digital transformation initiatives by businesses worldwide presents a significant market for IBM's services.
  • Threats: IBM faces threats from emerging competitors in the cloud computing space, such as Amazon Web Services (AWS) and Microsoft Azure. The company also needs to navigate the evolving regulatory landscape and address concerns related to data privacy and security.

Porter's Five Forces:

  • Threat of New Entrants: The threat of new entrants is moderate due to the high capital investment required to establish a global IT infrastructure. However, the emergence of cloud-based startups and the increasing availability of open-source technologies could pose a challenge.
  • Bargaining Power of Buyers: The bargaining power of buyers is moderate. Large enterprises have significant leverage, but IBM's diverse service offerings and strong customer relationships mitigate this risk.
  • Bargaining Power of Suppliers: The bargaining power of suppliers is moderate. IBM relies on a network of technology providers, but its size and scale give it some leverage in negotiating favorable terms.
  • Threat of Substitute Products: The threat of substitute products is high due to the availability of open-source alternatives and the increasing adoption of cloud-based solutions.
  • Rivalry Among Existing Competitors: The rivalry among existing competitors is intense, with players like Oracle, SAP, and Salesforce vying for market share.

Value Chain Analysis:

IBM's value chain can be analyzed through the following activities:

  • Inbound Logistics: Sourcing of hardware, software, and other components.
  • Operations: Development, integration, and delivery of IT solutions and services.
  • Outbound Logistics: Distribution of solutions and services to clients.
  • Marketing and Sales: Promotion and sales of IBM's offerings.
  • Customer Service: Providing support and maintenance to clients.
  • Technology Development: Research and development of new technologies and solutions.
  • Human Resources: Recruiting, training, and retaining skilled professionals.
  • Infrastructure: Maintaining a global IT infrastructure and data centers.

Business Model Innovation:

IBM's 'On Demand Business' strategy represents a significant business model innovation. By shifting from a traditional hardware-centric model to a subscription-based service model, IBM aimed to:

  • Increase recurring revenue: Subscription-based services provide a more predictable revenue stream compared to one-time hardware sales.
  • Improve customer retention: By offering ongoing support and value, IBM aimed to foster stronger customer relationships and increase retention rates.
  • Leverage technology and analytics: The strategy emphasized the use of data and analytics to provide customized solutions and improve service delivery.

4. Recommendations

  1. Strategic Partnerships: IBM should actively pursue strategic alliances with other technology companies, startups, and industry leaders. These partnerships will allow IBM to access new technologies, expand its market reach, and develop innovative solutions.
  2. Disruptive Innovation: IBM should invest in disruptive innovation, particularly in areas like AI, blockchain, and quantum computing. This will enable the company to stay ahead of the curve and create new markets.
  3. Agile Organizational Structure: IBM should adopt a more agile organizational structure, empowering teams to make decisions quickly and respond to changing market conditions. This will require a shift in organizational culture, promoting collaboration and innovation.
  4. Focus on Emerging Markets: IBM should prioritize growth in emerging markets, where the demand for IT solutions is rapidly increasing. This will require tailoring solutions to local needs and building strong partnerships with local businesses.
  5. Digital Transformation Strategy: IBM should develop a comprehensive digital transformation strategy, leveraging its expertise in technology and analytics to help businesses navigate the digital landscape. This will involve offering services like cloud migration, data management, and cybersecurity.
  6. Strategic Planning and Execution: IBM needs to strengthen its strategic planning and execution capabilities. This involves setting clear objectives, developing actionable plans, and monitoring progress regularly.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: The recommendations leverage IBM's core competencies in technology, analytics, and consulting, while aligning with its mission to provide innovative solutions that solve complex business challenges.
  2. External Customers and Internal Clients: The recommendations focus on meeting the evolving needs of external customers while creating a more empowering and collaborative environment for internal clients.
  3. Competitors: The recommendations address the competitive landscape by emphasizing strategic partnerships, disruptive innovation, and a focus on emerging markets.
  4. Attractiveness - Quantitative Measures: The recommendations are expected to drive revenue growth, improve customer retention, and enhance profitability.

6. Conclusion

IBM's 'On Demand Business' strategy was a bold and necessary step to adapt to the changing technology landscape. By embracing strategic partnerships, disruptive innovation, and an agile organizational structure, IBM can continue to thrive in the digital age. These recommendations will help IBM navigate the competitive landscape, leverage its core competencies, and deliver value to its customers.

7. Discussion

Alternatives Not Selected:

  • Mergers and Acquisitions: While M&A can be a strategy for growth, it carries inherent risks and can be costly. IBM should focus on organic growth through innovation and strategic partnerships.
  • Cost Leadership: Pursuing a cost leadership strategy could undermine IBM's brand reputation and limit its ability to innovate.
  • Market Penetration: While market penetration is important, IBM needs to expand into new markets to achieve sustainable growth.

Risks and Key Assumptions:

  • Technological Disruption: The rapid pace of technological change poses a risk. IBM needs to stay agile and adaptable to remain competitive.
  • Competition: The intense competition in the IT industry is a significant risk. IBM needs to differentiate itself through innovation and customer service.
  • Economic Downturn: An economic downturn could impact customer spending on IT solutions. IBM needs to maintain a strong financial position to weather economic storms.

8. Next Steps

  1. Develop a comprehensive strategic plan: This plan should outline IBM's vision, mission, objectives, and key initiatives.
  2. Establish a dedicated team to oversee the implementation of the recommendations. This team should be responsible for coordinating efforts, monitoring progress, and making adjustments as needed.
  3. Communicate the strategy to all stakeholders: This will ensure alignment and support for the changes.
  4. Invest in training and development: This will equip employees with the skills needed to execute the strategy effectively.
  5. Monitor progress regularly: This will allow IBM to track its performance and make necessary adjustments to the strategy.

By taking these steps, IBM can position itself for continued success in the evolving digital landscape.

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Case Description

In the late 1990s, IBM successfully moved up the value chain and became one of the largest business and information technology (IT) solution providers in the world. To achieve such a transformation, the company made a number of strategic moves to reduce its exposure in the commoditization of IT hardware manufacturing. A key success factor was the creation of IBM Global Services and its venture into the high-margin management consulting and technology services industries. Moreover, IBM orchestrated a series of strategic acquisitions, sold ailing business units, and outsourced low-value-added manufacturing to external contractors and joint venture partners. In 2002, with the success of its business model and the introduction of new computing architecture, IBM made a high-profile announcement about its new corporate strategy centered on the concept of "on demand business." Nonetheless, followed by disappointing financial results in the first quarter of 2005, IBM's stock price plummeted and hit the lowest point since Sam Palmisano took over as CEO in March 2002. The company announced a massive restructuring in its European operations to be carried out in late 2005. Although the second quarter results had improved, some began to doubt whether the "on demand" strategy would deliver the promised results. More specifically, many started to question why and how such a strategy was justified in the first place. What difficulties would the company encounter in implementing its new corporate strategy?

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