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Similar a IBM's core beliefs and global transformation over 100 years
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IBM's core beliefs and global transformation over 100 years
- 7. IBM en estos años ha generado resultados financieros sobresalientes dándole un extraordinario retorno a nuestros accionistas en los pasados 100 años.
- 8. Ninguna Empresa Tecnológica se compara ….
- 9. IBM ha cambiado el mundo de los negocios y la sociedad en general
- 10. Recién en el 2011, un nuevo reto… Watson?????
- 11. Globally integrated enterprise Multinational era International era exportando replicando Un mundo inteligente y conectado
- 12. IBM volcado hacia un Planeta más Inteligente “Smarter Planet”
- 13. 1 billón transistores por humano 1 trillón objetos conectados 4.6 billones dispositivos móviles 2 billones de gente en Internet
- 16. Inovando hacia al futuro… ¡Bienvenidos!
- 17. www.ibm100.com
Notas del editor
- I’ve been working in the supply chain as IBM’s business has shifted completely. In our founder’s time, we made “physical things” - meat and cheese slicers and mechanical tabulating machines. Today we’re providing solutions and services that speak to the biggest issues facing the planet. When I started, supply chains were linear, sequential assembly lines that moved “stuff.” Today, they are complex, multi-dimensional, real-time sensing networks . That’s a lot of change.
- I’ve personally lived this change several times over in my 30-year career. I joined IBM just after graduating from college in 1980. Just a few years later, in 1983, I took my first extended − and exciting − business trip… to Australia. My assignment was to convert a manufacturing plant from a typewriter line to a personal computer line. The plant was making IBM Selectrics, the leading electric typewriter. Less than a year later, it was churning out IBM PCs. I was 24 and it was a business experience that prepared me for a career in which things would continuously change − faster and faster. As I said before, I learned early on that you need to be willing to change everything but your values .
- In 1962, Thomas Watson Jr. – IBM’s chairman and the son of its founder – spoke at another great university – Columbia University in New York City – to an audience of future leaders. IBM had recently turned 50. Tom was invited to offer his thoughts on what half a century of corporate life had taught his company… and what other leaders might learn from that history. He began with a striking statistic. Of the top 25 industrial corporations in the United States in 1900… only two remained on that list by 1961 – one because it had absorbed six others from the original list. Two companies had disappeared, and the remaining 15 had slipped far behind. As he said… “ Figures like these help to remind us that corporations are expendable, and that success – at best – is an impermanent achievement which can always slip out of hand.”
- He went on to say that for any organization to survive it needs to have a sound set of beliefs… and that it needs to be willing to change everything about its business… except its beliefs. Now, here we are, 50 years later, and IBM is celebrating its Centennial… and of the top 25 companies on the Fortune 500 at the time of Watson’s lecture… only four remained in 2010. So today, I’m going to talk to you about the kinds of changes we’ve made. There have been a lot. But, as our founder said, one thing never changes − and that is our values. That’s what IBM has done and that’s what we have done in the supply chain organization. And… even though everything else has changed, our values remain constant .
- The single most important reality facing businesses and institutions today, I would put it to you, is the reality of global integration. Of course, the world has been “going global” for a long time – that’s nothing new. But what this means in each successive era is very different. Being a global corporation today is very different from what it was when IBM was founded 100 years ago.
- As NAME just said, this year marks IBM’s 100th anniversary. That’s a remarkable milestone to reach. No one else in our industry has managed it, and only a few enterprises or institutions of any kind have. But we don’t view this only as an occasion to celebrate our past. Instead, we are looking ahead, and we’re thinking about what our 100-year history tells us about the world today, and tomorrow. Most importantly, we want to engage with future leaders like you. We want to share perspectives about what individuals and institutions need to do to succeed today − in a globally integrated, technology-infused world. We believe these insights are important for anyone in a leadership position – but they are especially critical for the next generation of leaders and forward thinkers who are trying to chart their paths as global citizens. Based on IBM’s experience over 100 years, I believe that one challenge you will face as a leader once you graduate is how to reinvent your organization – whether that organization is a business… or an arm of government… or a university. We have learned that institutions are not permanent structures … even when they are very successful for a time. Rather, they are evolving organisms. And the job of each generation is to adapt them to a continually changing world. So, let me begin with this question: What enables a company to survive for 100 years? You may be surprised to learn the many ways IBM and its technology impacts your lives every day.
- Note – This slide is a build. Each picture will be added with a click as you go through the different examples. When you first click to this page, the eye glasses image will already be on the page. Page 1… Think of the impact IBM inventions still have today on you and me….on even getting us to this room right now. Woke up this morning and didn’t need my glasses….Excimer Laser Surgery was invented by IBM. <click> Used an airline ticket….SABRE reservation system was invented by IBM. <click> Paid for the ticket with a credit card….Magnetic stripe technology on your credit cards was invented by IBM. <click> Bought a drink in the airport…..UPC barcode was invented by IBM and changed the way the world shopped. <click> Checked my e-mail on the plane using my laptop….PC invented by IBM. All of us have probably checked e-mail, sent a text or tweet, read Facebook on a smartphone today…IBM invented 802.11 technology that makes WiFi possible and enables hotspots. <click> Some of you may have checked traffic conditions before you left home….IBM has been a leader in working with cities around the world on solutions to track traffic flow and improve road congestion. <click> Before you arrived here you might have had a test…Automated Test Scoring was invented by IBM. <click> You probably can’t wait to get out of here to go eat lunch & you hope the food you eat is safe….IBM worked with Denmark on the first central cattle database over 50 years ago. It’s now called the Cattle Husbandry Register. Saved Denmark’s cattle industry during the mad cow disease scare of the 80s. These are just a few of the inventions from IBM that effect your life and mine every day. BACKGROUND Excimer Laser Surgery In 1981, three IBM scientists—Rangaswamy Srinivasan, James Wynne and Samuel Blum—discovered how the newly invented excimer laser could remove specific human tissue without harming the surrounding area and do so on an extremely minute scale—a process that became the foundation for LASIK and PRK surgery. The painless procedure, which changes the shape of the cornea, has improved the vision and quality of life for millions of people around the world. Sabre The First Online Reservation System IBM worked for six years with American Airlines to develop a reservation system that would allow the company to quickly track, fill and file records of the hundreds of passengers that packed its new jets. The system was an enormous success, and similar models were later sold to Pan Am and Delta. The Sabre system enabled a major transformation not only of airline reservations, but also of revenue management, cargo, pricing, scheduling and operations. More significantly, Sabre paved the way for real-time online transactions—also known as Online Transaction Processing (OLTP)—a precursor of everything from ATM machines to Internet commerce. Magnetic Stripe Technology In 1969, IBM engineer Forrest Parry had a problem. He was trying to affix a strip of magnetized tape with a piece of plastic to create an identity card for the CIA, but he was struggling to combine the two components. When he mentioned the problem to his wife, who happened to be ironing clothing at the time, she suggested that he use the iron to melt the strip on. He tried it, and it worked. The magnetic stripe, when combined with point-of-sale devices and data networks, was one of the catalysts that accelerated the proliferation of credit card usage around the world, transforming commerce forever. UPC The Transformation of Retail The UPC barcode system came into being as the result of one man's breakthrough moment, while working under a dramatically tight deadline. This 1973 invention turned into one of the most profound contributions to industrial technology. A truly universal standard, the UPC is among the most recognized designs in history, and typically IBM: an elegantly simple matrix of information that can be customized for almost any type of transaction and can yield as much data as needed. For retailers, the UPC meant savings, better customer service, precise inventory control, and rich stores of marketing data. UPC changed the point-of-sale Automated Test Scoring IBM pioneered the measurement of academic performance with 1937’s IBM 805 Test Scoring Machine. This machine was able to score tests in less time than it took to manually mark the answer sheet, and was many times more accurate. Its innovative pencil-mark sensing technology gave rise to the ubiquitous phrase, “Please completely fill in the oval.” The innovation came into use just prior to World War II, when the government relied on the machine to process and place large numbers of applicants into jobs. The PC Personal Computing Comes of Age On August 12, 1981, at a press conference at the Waldorf Astoria ballroom in New York City, Phillip “Don” Estridge announced the IBM Personal Computer (IBM 5150) with a price tag of $1,565. Two decades earlier, an IBM computer often cost as much as nine million dollars and required an air-conditioned quarter-acre of space with a staff of 60. The new IBM PC was not only faster, it put a computer within every household’s reach. The IBM PC helped revolutionize the way the world does business. One year later, it earned Time magazine’s “Person of the Year” award. The Management of Transportation Flow The city of Stockholm, Sweden, had a traffic congestion problem. To spur less car use there, IBM developed a road charging system that would directly charge drivers who used city center roads during peak business hours. The system, launched in 2007, covered a 24-square kilometer inner city area with 18 barrier-free control points equipped with cameras and a mix of payment channels. The result was a drop in traffic, increased green vehicle and public transportation use, and an improved overall quality of life for the city’s residents. Today, key lessons learned in the Stockholm project are helping IBM to bring its “smarter” systems approach to aid cities such as Brisbane, Singapore and London in resolving longstanding urban issues. Optimizing the Food Supply IBM worked with the Danish government in 1988 to create a nationwide cattle registry. This National Cattle Database collected and managed a breadth of information on 1.2 million bovine animals—including yield, breeding abilities, herdbook, medical history and even udder size and shape. The database has enabled farmers to optimize the breeding and yield of every cow and provided the Danish government with the visibility and traceability critical to the export of agricultural products. IBM continues to help governments, farmers and fisheries around the world develop smarter food chains to maximize yield and ensure safety and quality.
- I’ve seen IBM move from manufacturing typewriters to inventing Watson … the computer system that defeated two all-time champions in the US quiz show, Jeopardy, earlier this year. But Watson was not just a game or a stunt – it is a serious way to develop important new technologies… technologies that really can be game-changers . One potential use is in medical diagnosis. Dr. Herb Chase from Columbia University recently spoke at an IBM investor meeting about this. Thirty-five years ago he was a medical resident faced with a very difficult case. A young woman had a debilitating muscle disease and no one could figure out what was wrong. After several months of research and tests, including a painful muscle biopsy, Dr. Chase finally determined that she had Vitamin D-resistant rickets, which is extremely rare. Fast-forward 35 years to recently when Dr. Chase started working with IBM and Watson. He remembered his difficult old case and decided to test Watson by plugging in the few clues that he had back then about the woman's disease… In less than 6 minute, Watson offered up potential diagnoses... one of which was Vitamin D-resistant rickets. &quot;This blew my mind,&quot; Dr. Chase said, because it demonstrated Watson's power and potential to radically transform the speed and accuracy of medical diagnosis.
- We’ve changed our supply chain operations to serve the type of organization IBM has been. Originally, IBM was an example of the “international” corporation of the early 20th century. Its core functions were located in the “home country” with a growing number of sales and distribution offices spread around the world. But things soon changed. Two world wars, the Great Depression − which affected most of the world… and then the rise of nationalism in many countries caused a new form of the corporation to emerge . It was the multinational. This organization created mini versions of itself in many countries. It replicated core functions in order to operate in a jumble of trade barriers and regulations. This actually worked well for us and others – until those trade barriers started to fall in the 1980s… and the World Wide Web appeared and turned the Internet into an economic marketplace in the 1990s. At that point, a system that had reinvented the wheel in country after country not only led to massive inefficiencies, but it also blocked global leveraging of skills, resources and thinking. Within IBM, it meant multiple business units sourcing, collecting, and delivering locally. All of this came to a head for us in the early ’90s, when IBM had a near-death experience. But like many disasters, something really good came of it . It sparked us to begin our drive toward becoming the world’s premier globally integrated enterprise , the way we describe our organization today. It’s not the hub-and-spokes of the international corporation. And it’s not the distributed, relatively independent nodes of the multinational. This is a truly networked model… which means we can’t just think about our company. We have to think about a global ecosystem of relationships . In my world, that means moving from thinking of ourselves as a supply chain to a thinking of ourselves as − perhaps − a networked supply cloud of crisscrossing relationships.
- Which brings us to the Smarter Planet – IBM’s strategy for the future. Smarter Planet is about injecting great intelligence into the actual processes and systems… by which our world literally works – from transportation, to energy, to retail, to healthcare, to food, water and government services and beyond. In order to do any of that, our supply chain needs to be very smart . It needs to be an integrated global effort that follows the sun and keeps a close watch on the rest of the world with all its complex economic, political, social and environmental changes .
- For my organization and the work we do, what we’re talking about ultimately is the Smarter Supply Chain of the Future… which relies on three key principles of the Smarter Planet − instrumented, interconnected and intelligent: By “ instrumented ,” we’re talking about the “ the Internet of Things .” There are a trillion instrumented objects… 1 billion transistors for every human on the planet . All of it generates a vast amount of data: By 2020, the research firm IDC estimates we will have 35 zettabytes of data around us. That’s 35 with 21 zeroes after it. In the supply chain domain, this means that information that was previously “instrumented” by people will increasingly be machine-generated. Information is − and will be − flowing out of sensors, RFID tags, meters, actuators, GPS and more. Inventory will count itself… Containers will detect their contents… Pallets will report in if they end up in the wrong place. In terms of being “ interconnected ,” the Smarter Supply Chain of the Future exists in a world where more than 2 billion people are on the Internet – the Internet , which most people hadn’t even heard of 20 years ago. Add to that the 4.6 billion mobile devices in circulation . We, along with our tens of thousands of suppliers and partners, sit in this vast web of interconnection. This level of connectivity makes it possible for us to have “right-sourced” global networks. We can have a new level of collaboration among our clients and suppliers and partners. Lots of business comes out of − and will come out of − these connections, thanks to having history’s most sophisticated and complex network of IT systems, parts, products, and smart monitoring objects at our fingertips. By “ intelligent ,” I mean that these future supply chains can plan, make decisions, and do an astounding amount of innovation together . More than ever before in human history, we can exchange ideas and insights across boundaries… in ways we never could before. This kind of intelligence allows us to evaluate alternatives against an incredibly complex and dynamic set of risks and constraints. Ultimately, these smarter systems can make some decisions automatically – increasing responsiveness and limiting the need for human intervention when it’s not required.
- So we’ve talked about where we started, how we’ve changed several times over and where this has taken us. But we’re not done. There’s still – there’s always – more to figure out when you’re working on the global stage at the edge of innovation and moving very quickly. Questions around global environmental and social responsibility are intensifying . IBM’s green initiatives are central to our drive to be the premier globally integrated enterprise. We have a systemic approach to sustainability that engages our suppliers and their suppliers in monitoring and improving their environmental practices around the world . One example of how we use these ideas ourselves is in a system we call Green Sigma . At IBM’s Dublin, Ireland plant, we installed a new generation of sensors that show energy and water use in real time. We’ve saved $3 million annually. We’ve cut water usage by 27%. And we’ve increased manufacturing production by 30%. We’re operating in a continually evolving, complex reality of shifting global politics. They influence production, transportation, and even the buildings where we operate. And, given the state of the world, you have to put risk management at the forefront of everything. You have to keep asking, “ Have we adequately mitigated the risk? ” After the recent disaster in Japan, some Japanese car factories had to shut down completely… because the single plant that produced hybrid car transmissions was out of commission . Smarter Supply Chain thinking also can be applied to handling massive disaster recovery, which is relatively infrequent… like what’s going on in Japan now … and to handle the minor disasters that occur all the time in the normal course of business. It lays out mitigation plans for both. These are the kinds of approaches that sustain a corporation for the long haul … not just for itself but for the world in which it lives.
- In the end, how does any organization – or nation, for that matter – survive, change and thrive through multiple eras? In IBM's case, it had to do with the way the company saw its core purpose and it was bold enough to change everything else. Today, half a century later, we find ourselves more convinced than ever of the accuracy and wisdom of Watson’s words. In the Smarter Supply Chain of the Future – as in the supply chains, corporations, technologies of the past – the key issues for success – for maximal innovation, maximal profit, maximal societal value and sustainability – is that you will have to reinvent yourself time and time again but you must have fidelity to the core values that define your identity . Knowing that is hard. Acting on it is harder. Doing so in a global… distributed… radically complex economy and set of relationships… is harder still. And doing so for a century? Well, that takes a unique institution, and unique people – the kind of people who call themselves IBMers... of whom I am proud to be one. Thank you.