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1. In the 1970s and 1980s Sam Palmisano states that IBM was organized as a classic multinational enterprise. What does this mean? Why do you think IBM was organized that way? What were the advantages of this kind of strategic orientation? 2. By the 1990s the classic multinational strategic orientation was no longer working well for IBM. Why not? 3. What are the strategic advantages to IBM of its globally integrated enterprise strategy? What kind of organizational changes do you think had to be made at IBM to make this strategy a reality? 4. In terms of the strategic choice framework introduced in this chapter, what strategy do you think IBM is pursuing today?
Explanation & Answer
Let me know where you need further help.P.s; i didn`t use outside sources, got answers from the article.
Let me know where you need further help.P.s; i didn`t use outside sources, got answers from the article.
Running Head: CASE STUDY.
IBM CASE STUDY.
STUDENT NAME:
TUTOR NAME:
DATE:
2|P a g e
IBM CASE STUDY.
Q1.
According to Sam Palmisano, IBM organized like a typical multinational enterprise. That goes to
say that during that period, the business had markets that conducted trade and individual
elements of sales and distribution in other countries apart from the countries of origin. However,
the management of the distribution and sales based in the countries of origin. While it was
almost impossible for most businesses during the 1970s and 1980s to go global and expand to
international borders, Sam Palmisano claims that this was not a challenge for IBM. That is
because of its strategic planning, need to capitalize on products and services, lack of pressure to
reduce costs, and the availability of resources had played a significant role in ensuring the
company had markets in other countries and in sustaining these markets. Besides, Sam
Palmisano goes ahead to...
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