Introduction to IBM Strategy and 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.
Customer Value Strategy
Innovation that increases competitiveness and differentiation, sparks customer centricity and drives growth.
Operations & Supply Chain
Improve your operating model and interconnect end-to-end supply chain functions for optimized process efficiency and effectiveness.
Organization & People
Enable innovation through collaboration; performance and talent management; and effective leadership; supported by efficient HR and analytics.
Finance & Risk
Improve forecasting and reporting, develop predictive capabilities, reduce enterprise risk, and optimize your finance organization.
Harnessing technology to drive business innovation and create sustainable growth while optimizing the IT organization.
Business insight, advanced research and technology provide a distinct advantage in today's rapidly changing environment. Help your enterprise drive growth and innovation through a variety of Strategy & Transformation solutions.
IBM Global Business Services
Talk to an expert
Aribam Sushil Sharma, Business Development Rep - Industry
IBM C-Suite Studies
2012 IBM Global CEO Study
Interviews with more than 1,700 CEOs worldwide!
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
"Capitalizing on Complexity"
2010 Global Chief Financial Officer Study
"The New Value Integrator"
2009 Global Chief Supply Chain Officer Study
"The Smarter Supply Chain"
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?
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
A Playbook for Finance Transformation
The IBM 2010 CFO Study identified a group of outperforming Finance organizations, which we call Value Integrators. Value Integrators excel at two capabilities: 1) Finance efficiency brought about by process and data consistency, which helps unlock the power of analytics and 2) business insight to drive enterprise performance.
But how does a Finance organization become a Value Integrator? How does it make the transformation required to become the fact-based voice of reason and insight for the enterprise? Our latest research, entitled Journey to a Value Integrator, profiles 15 high-performing enterprises from the CFO study and provides a new playbook for Finance Transformation. Read our full study (PDF, 1.78MB) and explore our new interactive playbook for Finance Transformation which include more information on how IBM can you on your Journey.
New rules for a new decade: A vision for smarter supply chain management
Three new supply chain management rules help counter complexity and demand variability and help restore supply chain stability.
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.
Global Location Trends
Many countries are benefitting from increasing inward investment levels, either from the sheer number of investment projects or jobs created by foreign investors. The driving force behind the growing investment has been an effort by companies to position themselves for the realities of a new global economy.
Smarter Commerce is redefining Value Chain Visibility: Connecting the Dots
Smarter commerce requires synchronizing the entire value chain to deliver consistent and predictable outcomes.
Clearing the clouds: Shining a light on successful Enterprise Risk Management
The first step toward creating a robust ERM program encompasses understanding the scope of risk management and nurturing collaboration and preparedness — making it a "team sport" across the enterprise.
From social media to Social CRM - What customers want
To successfully exploit the potential of social media, companies need to design experiences that deliver tangible value in return for customers’ time, attention, endorsement and data.
Journey to a Value Integrator - A companion study to the 2010 IBM Global CFO Study
How does a Finance organization become a Value Integrator? How does it make the transformation required to become the fact-based voice of reason and insight for the enterprise? Additional research on 15 high-performing enterprises from the CFO study suggests some answers.
Business Strategy for Cloud Providers
Cloud computing has the potential to be the next major driver of business innovation. This paper is focused on helping those who want to emerge as winners in the new cloud provider marketplace.
Seizing the advantage: When and how to innovate your business model
When the time is right for business model innovation, the Three A's represent essential organizational capabilities: aligned, analytical and adaptable.
The ROI of globally integrated operations
IBM analysis of 20 best practice cases revealed a set of clear, replicable strategies for operationalizing global integration.
The personal side of business continuity: Addressing human capital management issues during crises
While most organization have business have continuity plans in place, many don't address a company's most precious assets: its employees.
Global Collaboration defines IBM's Supply Chain vision
Who does a global corporation, with a multi-billion dollar budget, ask when it wants to determine the future direction of its Supply Chain?
Getting Smart About Your Workforce: Why Analytics Matter
Workforce analytics is enabling HR professionals to be more engaged in the formulation of corporate strategy.