How to fix IBM in a week
Last in a too long series of columns on what’s wrong with IBM.
Enough horror stories, already! How do we just fix IBM?
Well it can’t be done from the inside so it has to be done from the outside. And the only outside power scary enough to get through the self-satisfied skulls of IBM top management is IBM customers. A huge threat to revenue is the only way to move IBM in the proper direction. But a big enough such threat will not only get a swift and positive reaction from Big Blue, it will makes things ultimately much better for customers, too.
So here is exactly what to do, down to the letter. Print this out, if […]
Magical thinking at IBM
Third in a long series of columns about what’s wrong with IBM
The current irrationality at IBM described in my two previous columns and in the comments so far from about 300 readers is not new. Big Blue has been in crazy raptures before. One was the development of the System 360 in the 1960s when T.J. Watson Jr. bet the company and won big, though it took two tries and almost killed the outfit along the way. So there’s a legacy of heroic miracles at IBM, though it has been a long while since one really paid off.
There are those who would strongly disagree with this last statement. They’d say that with its strong financial […]
Something’s rotten in IBM Dubuque
Part two in a long series of posts about what’s wrong with IBM
IBM’s 2015 plan was hatched to deliver $20 earnings-per-share to the delight of Wall Street. IBMers were offered a carrot, a few shares of stock granted at the end of 2015, as a reward for helping them achieve that target. It appears that IBM’s goal is not to issue any of those grants as they continue to conduct resource actions (IBMspeak for permanent layoffs) and remove talented and valuable US employees in favor of moving work to low cost countries such as Brazil, Argentina, India, China and Russia.
Work that stays onshore is mainly sent to what are called Global Delivery Facilities (GDF’s), […]
Not your father’s IBM
This is my promised column about IBM — the first of several on the topic, all to be delivered this week. The last time I wrote at length about Big Blue was in 2007. I have been asked by readers many times to revisit the subject, something I haven’t wanted to do because it is such a downer. Writing the last time I hoped the situation, once revealed, would improve. But it hasn’t. And so, five years later, I turn to IBM again. The direct impetus for this column is IBM’s internal plan to grow earnings-per-share (EPS) to $20 by 2015. The primary method for accomplishing this feat, according to the plan, will be by […]
