IBM pAVING THE WAY for A more creative FUTURE

Bottom line: IBM can capitalize on current innovative capabilities by implementing the Spotify Engineering Culture and then creating an internal forum for idea generation amongst employees

International Business Machines Corporation (IBM)

  • Multinational Tech company, headquartered in the US
  • Currently operates in over 170 different countries
  • IBM manufactures and markets computer hardware and software, and offers consulting services
  • Holds the record for the most patents generated by a business


  • Core Competencies include company brand, global distribution capabilities, and innovation
  • According to Forbes, IBM is ranked #7 in most valuable brands, #41 in biggest public companies, and #24 in profit
  • Critical Success factors of IBM is brand recognition among competitors in the same industry and continuous innovation/patent generation
  • IBM leverages their core competencies as critical success factors to set them apart from their competition
  • Weaknesses arise from the massive size of the company, which can potentially limit the ability to focus on and foster continuous idea generation and creative thinking
Proposed change: Implementing internal forum for idea generation
  • IBM is a very large company, we want to make it work nimbly by creating small teams that are operating within a bigger team
  • We think IBM should work in small teams to help them quickly to deliver changes
  • IBM is usually not the first to jump into a new industry, they first watch that industry and then decides if its something that is going to come and go or if its something that is here to say
  • IBM buys companies that are working in those flourishing new areas and starts making money off of them because to them it is always important to have money to invest in innovations to get ahead and own certain technologies

-For IBM to become really nimble is to adopt this spotify culture...

Implementing the Spotify Engineering Culture

  • Squads- our presentation groups (Kate, Michael, Martin, and I) each squad is designed like a mini startup.
  • Tribe-our entire class (BUSI 340) a group of squads that work in related areas
  • Guilds- different business back groups (Busies Marketing, HR, etc.) what holds squads and tribes together

Kotter's Change Model

Implementing Change at IBM
  1. Create a sense of urgency: hold meetings to introduce idea and spark excitement
  2. Build a Guiding Coalition: solicit project managers
  3. Form a strategic vision and initiatives: reinforce company vision, re-engage innovative thinkers
  4. Enlist a volunteer army: form team of diverse employees
  5. Enable action by removing barriers: empower employees
  6. Generate Short-Term wins: celebratory meetings
  7. Sustain Acceleration: provide feedback and processing parameters
  8. Institute Change: maintain proper channels of communication
"Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity" - 1 Timothy 4:12

Team 1

Martin Agredo, Lizzy Bahrs, Kate Balich, Michael Apa

Created By
Kate Balich


Created with images by blickpixel - "board computer chip" • qimono - "sunrise space outer" • andymangold - "Brainstorm" • Julián Santacruz - "I have an idea @ home" • TheAndrasBarta - "world europe map" • skeeze - "bricks pathway colorful" • StartupStockPhotos - "startup start-up notebooks" • Unsplash - "bible psalm book" • markusspiske - "office home office creative"

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