Managing change within IBM's complex supply chain

Abstract

Purpose -The purpose of this research is to report on research to date concerning the creation of a hybrid model for managing performance and decision making with elements of an IBM supply chain. Design/methodology/approach -As part of a wider research programme this paper utilises survey, focus group and case analysis techniques to examine the supply chain interactions. Findings -A cross-functional process-orientated team was assembled to look at the end-to-end process logic, skills alignment, effective codified knowledge systems, and the prioritisation of change to overcome inhibitors of change originating from functional/IT-focused processes/solutions. Research limitations/implications -The results of this paper have, as yet, not been validated beyond the process performance targets set by IBM. Validation across and within industry boundaries, based on survey and case analysis, is about to commence. Practical implications -Too often "management" play too active a role in the operational aspects of team-based solution methodologies -and can potentially reinforce the functional inhibitors of change. This paper suggests that management sets the scene and prioritises process outcomesallowing non-managerial professionals the scope to reach optimal outcomes. Originality/value -This research draws upon a number of inter-disciplinary fields in an effort to better understand how knowledge is created, managed and exploited within complex solutions.

Defining a knowledge strategy framework for process aligned organizations: an IBM case

“…By understanding the different knowledge creation and sharing practices along the core process, the authors have been able to develop a picture of the dominant knowledge approaches, not just by business function but more importantly by the different parts of the organization as they relate and interact along the core process. The information gathered through the primary research allowed the organization to re-focus on how to improve knowledge and information flows in order to improve process performance (McLaughlin et al, 2006b). The practical application of the findings across the core business process helped define the KMSDM as presented in this paper.…”

“…What in effect this means is that the organization more effectively maps its knowledge management system to how the individuals currently manage knowledge (McLaughlin et al, 2006b). However, it Barson et al (2000); Kluge et al (2001) Rewards (individuals rewarded for sharing/creating K) Szulanski (1996) Arduous relationship Barson et al (2000); Kluge et al (2001) Culture (K strategy)…”

“…The changes, which were identified by a crossfunctional process improvement team (McLaughlin et al, 2006b), were seen to target barriers which in turn could be identified as having an impact on the preferred knowledge approach (Figure 1) for each of the different work groups connected with the process. Through the process improvement initiative's targeting of identified barriers, the end-to-end order flow process saw a 20-22% improvement in the time taken to accept, process, build and deliver customer orders throughout EMEA.…”

“…As part of a process improvement initiative over 100 process, system and organizational changes were identified and implemented (McLaughlin et al, 2006b). The changes were assessed to see if they impacted codified or personalized knowledge transfer, and a dominant knowledge approach could then be identified for each process work group.…”

Developing a Pedagogical Framework for Engineering Professional Development within a Service Orientated Environment

“…This is to take advantage of wider and faster access to broadband and wifi technologies. However, for innovation to exist there needs to be some element of tacit-to-tacit knowledge sharing [14] [15]. How will technology support this within a remote working model?…”