Organizational Relations and Exchange (ORE)
Organizations require that a complex set of relationships among and between their members and members of supplier and client organizations be formed, managed, and sustained in order to deliver high performance and present a unified and coordinated view of its capabilities to clients. The dynamics and dimensions of these complex relationships must be understood as those existing within and between services systems. We are researching key sites of services work in order to advance this understanding, among them, intra-organizational relationships among global, cross-division sales entities (e.g., integrated account sales teams), as well as the dimensions of relational work as experienced by selected IBM transition teams during the initiation of service delivery.
People:
Melissa Cefkin,
Lisa Kreeger,
Jeanette Blomberg,
Jakita O. Thomas,
John Bailey
Values Transformation
This project supports a culture transformation underway within IBM to shift to a refreshed set of company values. The work is being accomplished both directly and through a series of enterprise transformation efforts designed to enable employees to consistently achieve results through practical application of the values in their everyday work. The transformation incorporates a broad array of work activities that are using the Tangible Culture concepts and other culture transformation techniques to understand the operational and Values gaps, and devise actions to address them to help the IBM global workforce of more than 330,000 employees bring business value to our clients.
People:
Sara Moulton Reger,
Jeanette Blomberg,
Jakita O. Thomas
Acquisition Due Diligence
This project was performed in direct response to IBM senior executive desire to enhance the culture-related decisions and integration actions for the IBM acquisition strategy. IBM has a broad acquisition strategy and recognizes that it is essential to deeply understand and work the cultural implications of each acquisition in light of this strategy and the unique characteristics of each company to be acquired. The project tailored the Tangible Culture approach for both the due diligence and integration phases of work, and developed a series of activities, tools and examples to guide acquisition personnel in tailoring the work effort and materials for different acquisition types and risks. This project is also testing the correlation between company value propositions and associated business practices, and the associated impacts on acquisition risks and integration issues.
People:
Sara Moulton Reger
Solutioning Practices
We are taking a service system constellation perspective to research the business, organizational, and individual practices of the solution engagement system. The focus is on examining the socio-technical integration and impact of change by identifying key information and value flows and transformation points between the organization, people and technology.
People:
John Bailey,
Cheryl Kieliszewski,
Jeanette Blomberg
Patent Analytics
This is an ethnographic study of people and activities involved in patent processing, with particular interest in prior art search. Our focus is on the processes, tools and interactions that support this work. This includes the use of databases, search technologies and analytic tools (both conceptual and technology enabled). The objective is to inform the design of text analytics technologies - their functionality, integration into everyday work practices, and organizational change requirements.
People:
Cheryl Kieliszewski,
Sarah Clementson,
Jeanette Blomberg
Semantic Discovery
This project is designing and developing a new tool to analyze the data across two or more data sources to understand their similarity/commonality. Similarity measures are computed based on data type, length, domain-values, data-constraints and semantics associated with data entity/attributes, to discover the similarity, commonality, redundancy across two data sources. This tool will speed utilization of new resources (e.g., acquired companies, business partners), remove redundancy within databases to reduce costs, find gaps in maintained data for reporting or other purposes, reduce application development costs by providing standardized data models, and create unified views (dashboards, portals ? for operational, utilization, PM performance).
People:
Chris Campbell,
Rajesh Manjrekar
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