Business strategy planning and management of ibm

The Incorporation of IBM happened in the year 1911 with the primary operations, including computing, tabulating, and recording. Three smaller companies consolidated to come with this leading company whose main activity was to produce punch-card tabulators alongside other products. In the year 1914, the company appointed Thomas Watson as its general manager. Watson was a vital figure of the company because he worked for a decade to gain the full control of the company and to see the changing of the company's name to the current name in the year 1924 (Gongla, and Christine, 846). When he took over the leadership of the company, the company was not stable. However, it could not keep up with the changing and dynamic market demands due to its large size despite purchasing a significant software developer called Lotus Development Corporation (Gongla, and Christine, 849).

In the year 2002, IBM agreed on terms with a Japanese electronics producer called Hitachi Ltd. It sold all the magnetic hard drives activities to Hitachi Ltd. The duo did a joint venture called "Hitachi Global Storage Technologies" until the year 2005 when Hitachi took full control of the undertaking. In December same year, IBM sold the division of personal computers to Lenovo Group. There is a growing need for the advancement of telecommunication sectors, Information Technology, and integration of all the cultures of the world into a better and more globalized surrounding. IBM is a software firm that develops customized software. The software industry is massive and grows by the day. This conclusion can be drawn from the big size, the ever-growing size, and its overall importance to other sectors.

Lovelock et al. These facts are essential in the analyses of the economic properties of a software market. Stelzer (2004, 51) found that software creation needs information systems. In any development of software, the better the software that a producer uses, the better, the more desired the result will be. Also, software needs specific environments to perform their intended tasks. The dependency of the running of a given software requires hardware, the operating system as well as the software. Such a study assists IBM Incorporation to do better in strategic management, particularly in the phases of implementation (Zin, 2000). The Research Objectives • To investigate the extent and the impact of strategic planning and implementation of policies on strategic management at IBM incorporation. • To analyse the barriers that the managers at IBM face during the execution of plans and the possible support and control of the components of implementation.

• To develop a conceptual and a practical strategic management model for the IBM Incorporation Literature Review Aaltonen and Ikavalko (2002, 417) identified that the field of strategic management and the resultant implementation of any strategy draws fewer concerns in any vital organizational research than the initial stages of formulation and planning of a policy. In the year 1991, Alexander justified the ideas of Aaltonen by confirming that implementation is not as attractive as planning. Stock and Lambert (2001) identified that one of the leading challenges to any executive management of a business is sustaining and maintaining a healthy growth of a company to keep up with the long-term survival requirements. Usually, an organization such as IBM Incorporation must endeavour to seek new development ways at some point of their existence.

The growth opportunities are necessary for survival in inevitable occurrences such as maturing markets, competition, and employment of opportunities to utilize new technologies. Also important is the exploitation of the new markets and taking advantage of the ever-shifting customer demographics. Edgar and Nisbet (1996) call the business surroundings turbulent and complex that requires strength and commitment to survive. On the other hand, an organization can address a threat when it is aware of the weaknesses that surround it. This knowledge is the seedbed for the formulation of necessary strategies. The implementation of a plan begins with the formulation of a good policy. The application of an approach involves the implementation of both the existing procedures and new strategies. In this regard, managers of such organizations as IBM need to analyse the structure and systems of their respective organizations before the final execution process.

This approach is an adequate representation of the analysis of the competitive environments. The study also revealed that the dynamic strategy formulation is more efficient when dealing with dispersed processes of an organization. There is a need to appropriately balance an overall strategic way and being flexible to any changes. Considering this approach, an organization should have a good culture and structure as well as practicing informative communication and coordination within its environments. Many practitioners attribute the failures of any strategy to the inaccurate strategy implementation methods. The second segment is Global Business Services. This approach is the sole platform for the consultation, management of application, and processing of the global services. The third segment called the Technology Services, and Cloud Platforms ensures sufficient and efficient IT services and the related infrastructure.

The fourth segment is the Systems Segment. This segment is charged with the responsibility of technological support to the clients. Some of the barriers include inadequate dynamic learning surrounding, inappropriate leadership strategies, no informative communication techniques, and misalignment of portfolio strategy. It is easier for such obstacles to impact the success of the organization negatively. A timely analysis of the challenges may help prevent any form of failure at the execution stage (Gitsham, 674). The development of a conceptual and practical strategic management model for the IBM Incorporation is the first stage of strategic management. The framework is necessary for the visualization of the intentions and the achievements of the organization. (Alvarez-Rodriguez, 9)" SWOT Strengths Weakness IBM has a brand value that is the 22nd best in the world.

IBM ranks 6th in the world technology sector. IBM is always updated. Its business model aims at long-term strategy. Between the year 2015 and 2016, IBM registered a brand value drop. IBM Watson has a provision that caters for whole supply chains. It covers the sales orders and the general supply process. The whole KPI process has three levels, namely the performance, the outlook, and the operations (Alvarez-Rodriguez, 21). Target Customers The primary consumers of the IBM products include corporate bodies, big organizations, government agencies, technology enthusiasts, and other software developers. Industry Analysis The IT industry is an ever-expanding industry with several firms that produce competing for computing devices and services. The CEO heads the executive to make necessary decisions on behalf of the firm.

The whole IBM family comprises of self-driven workers that are all committed for brand protection. In this regard, the team makes necessary actions to stop anything that may impact the firm's operations negatively. Operation Plan IBM has five major segments. The five sections all report to the central management of the firm. It is not the responsibility of the executive members only, but the task of all the workers of IBM. The continued success of IBM wholly depends on strategic management plans. The better the ideas, the better the results that the firm desires. Recommendations • There is a need for IBM to give a provision for a customer-oriented plan. Such a platform is necessary for the firm to build various capabilities, such as coming up with back-end systems that aid multiple transactions.

(2019, 52), the process of human management in any service has several paradoxes and problems. In this light, the barriers that IBM is likely to face from time to time can be analysed using this knowledge. The barriers are part of the problem such big organizations face. Appendix B Ardito et al. (2019, 326) highlights the importance of strategic planning. " Scientific reports 8 (2018). Ansoff, H. Igor, et al. "From Strategic Planning to Strategic Management. " Implanting Strategic Management. , and Laura Nisbet. "A matter of chaos-some issues for hospitality businesses. " International Journal of Contemporary Hospitality Management 8. Ehlers, Tienie, and Kobus Lazenby.  Strategic management: Southern African concepts and cases. "Evolving communities of practice: IBM Global Services experience. " IBM systems journal 40. Gorgoglione, Michele, Cosimo Palmisano, and Alexander Tuzhilin. "Personalization in context: Does context matter when building personalized customer models?.