Strategy and Transformation

Manage innovation and drive change from strategy
to execution

Primary tab navigation

Introduction to IBM Strategy and Transformation

IBM Strategy & Transformation

To succeed in today's environment, businesses need to lead through increased complexity and volatility, drive operational excellence and enable collaboration across enterprise functions, develop higher quality leadership and talent, and manage amidst constant change.

IBM Strategy and Transformation (S&T) integrates IBM's management consulting capabilities to enable client success through executable strategies, and deliver value through technology-enabled transformation. Achieve end-to-end transformation, from strategy to implementation, and gain efficiency in cross-functional collaboration.

IBM Accelerators

Wondering where to start? Or how to go faster? IBM can help your organisation start its transformational journey through short, sharp engagements designed to quickly deliver value for your organisation.

IT Strategy and Performance Assessment

The IT Strategy and Performance Assessment helps align current IT strategies, resources and investments with changes in organisational direction and corporate strategy. It focuses on core value drivers in key process areas in order to make targeted improvements. The assessment addresses the way an organisation balances its IT supply with IT demand to maximise value.

Social Business Strategy Accelerator

IBM combines our own experience in becoming a Social Business with our consulting services and leading software to deliver a fully integrated social business transformation to our clients. IBM's solutions exploit current and emerging social media trends allowing you to enhance collaboration internally and externally with customers, employees and partners.

Finance & Risk

Improve forecasting and reporting, develop predictive capabilities, reduce enterprise risk, and optimise your finance organisation.

Operations & Supply Chain

Improve your operating model and interconnect end-to-end supply chain functions for optimized process efficiency and effectiveness.

Technology Strategy

Harnessing technology to drive business innovation and create sustainable growth while optimising the IT organisation.

Business & Customer Strategy

Innovation that increases competitiveness and differentiation, sparks customer centricity and drives growth.

Organisation & People

Enable innovation through collaboration; performance and talent management; and effective leadership; supported by efficient HR and analytics.

Meet the Experts

IBM C-Suite Studies

2013 Connect More Study
Cross section view into the findings of our CEO, CMO and CIO Studies. Find out how organisations can connect more effectively to support CEOs’ top priorities.

2012 IBM Global CEO Study
Over 1700 interviews with CEO's from across the globe. Find out what they see as their biggest challenges.

2011 IBM Global CMO Study
Over 1,700 face-to-face interviews with CMOs! Find out what's on the minds of today's Chief Marketing Officers.

2011 IBM Global CIO Study
The Essential CIO

2010 Global Chief Executive Officer Study
"Capitalising on Complexity"

2010 Global Chief Financial Officer Study
"The New Value Integrator"

2009 Global Chief Supply Chain Officer Study
"The Smarter Supply Chain"

Video perspectives

Journey to a Value Integrator
This video provides a summary of what it takes to become a Value Integrator.

Our Global Supply Chain Management leader Dave Lubowe and the IBV's Karen Butner present the findings of this new Supply Chain study.

Bill Fuessler discusses Intelligent Cost Reduction

Built for Change Video Series

Watch over 28 video interviews with CEOs from around the world.

M&A Project Teams: A Better Way to Merge Companies?

Business Strategy Author Richard Parry tells how progressive companies are now using project teams to both originate M&A deals and make them happen successfully.

Featured Thought Leadership

Digital Transformation - Creating new business models where digital meets physical

Businesses today are undertaking digital transformations, rethinking what customers value most and creating operating models that take advantage of what’s newly possible for competitive differentiation. The challenge for business is how fast and how far to go.