Featured Reports
IBM’s Plan to Transform University IT Education: And Spur Student Enthusiasm in the Process
IT Companies as Catalysts in Creating the 21st Century Workforce
IBM’s Role in Creating the Workforce of the Future
Can HP's Technology Solutions Group and EDS Transform Each Other?
Why the Private Sector Must Develop a Socially Responsive Workforce Globalization Policy
The Impact of Offshore R&D on U.S. Technological Competitiveness
Transforming IBM from a Multinational Corporation (MNC) into a Globally Integrated Enterprise (GIE)
IT Solution Vendors’ Three Big New Growth Opportunities
IBM’s Plan to Transform University IT Education: And Spur Student Enthusiasm in the Process, April 2010
IBM is positioning itself to identify and recruit some of the most talented university graduates with an ultimate objective to seed its businesses, governments, NGOs and universities with people who think about the world’s needs (and solutions) in much the same way as does IBM. More
IT Companies as Catalysts in Creating the 21st Century Workforce, January 2010
IT vendors could be among the biggest victims of the U.S. technology gap in workers' skills, yet they are well situated to address this gap. More
IBM’s Role in Creating the Workforce of the Future, September 2009
IBM has shifted its primary university collaboration and internal employee development efforts away from educating deep, but narrowly-focused specialists, to create a new type of 21st century knowledge professional. More
Can HP's Technology Solutions Group and EDS Transform Each Other?, July 2009
HP's 2008 acquisition of EDS can play a key role in enhancing TSG's solutions culture. More
Why the Private Sector Must Develop a Socially Responsive Workforce Globalization Policy, June 2009
The U.S. in general, and U.S. businesses in particular, are understandably preoccupied with the need to reinvigorate business and get American workers back to work. While a lot of attention is focused on ensuring that the jobs created by government stimulus dollars create jobs in America, rather than in other countries, much less thought has been given to another fundamental question: How many of those jobs that are created in the U.S. will be sustainable, and how many will migrate offshore—pushing newly employed workers back onto the unemployment lines? More
The Impact of Offshore R&D on U.S. Technological Competitiveness, May 2009
Although the U.S. remains the overwhelming leader in technological innovation, its lead is declining. To solve this problem, conventional wisdom is that the U.S. must dramatically increase educational quality and number of graduates in all types of technical disciplines (science, engineering, math, IT) and it must dramatically increase the level of high-level R&D investment—both directly through government spending and indirectly though tax incentives for corporate investment. Right? Not exactly!
The Impact of Offshore R&D on U.S. Technological Competitiveness examines why some conventional wisdom and policies may actually result in the U.S.’s technological lead falling even further and faster.
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Transforming IBM from a Multinational Corporation (MNC) into a Globally Integrated Enterprise (GIE), March 2009
IBM is well along in the process of what is certainly one of the largest, most dramatic transformations in the company’s 97-year history. It is transforming itself from a multinational corporation (MNC) to what it calls a globally integrated enterprise (GIE). It is working to transform itself from a global entity with hundreds of relatively separate country units, into a single, globally-integrated entity that runs on the same processes and uses the same back-office services—all of which are delivered seamlessly from specialized Centers of Excellence (CoE) that are located in all corners of the globe, and based on the availability of appropriate skills and the cost of delivering these services. More
IT Solution Vendors’ Three Big New Growth Opportunities, February 2009
Although the global economy is in a tailspin, leading global IT solutions vendors and service providers—including multi-line vendors such as IBM and Hewlett-Packard (HP); software vendors like Microsoft, SAP and Oracle; and service providers including Accenture and Infosys—continue to fare reasonably well. Time will tell whether this will continue. But even when the economy does begin to recover, corporate business and investment priorities will be very different than before the collapse began—and they will continue in an altered state for years to come. IT vendors that hope to maintain, much less grow their positions, will have to adapt to these new priorities. And they must begin addressing them now. More