We’re seeing a lot of customers that are curious but not many that are organising their way around it. Matt Crosby, a senior client partner at management consultancy Korn Ferry Hay Group (KFHG), explains: This means that, while IBM’s tack is not unique, it is far from ubiquitous either. The same is true of some big banks, retailers and media companies.
#Agile ibm souschef software
So just what is going on here? Is IBM trailblazing new ways of working once more or is the use of Agile for business transformation purposes actually more common than you might think? Business transformationĪccording to Cain Ullah, chief executive of software consultancy Red Badger, while agile is still mainly used within IT departments, some large corporates such as General Electric and UK supermarket chain Tesco have been investing heavily in the methodology for business transformation purposes. While the number of employees returning to the computer giant’s offices will still be less than 2% of its global workforce of 375,000, the move will disproportionately affect North American staff, some 20% of whom currently work from home, as the majority of employees elsewhere apparently already work either in an IBM office or at a customer site.Īs for the rationale behind the move, Ladah sums it up as being intended “to encourage interaction and collaboration” – and presumably boost revenues, which fell for the 21st successive quarter during the second fiscal quarter of 2017. To this end, IBM has spent $380 million in setting up a number of “agile hubs” in six strategic centres in Austin, Texas, San Francisco, Atlanta, New York City, Cambridge, Massachusetts, and Raleigh, North Carolina.
In other words, the company’s teams would use Agile approaches not just as a methodology for developing software but as “an engine for business transformation”. These self-directed teams break work up into manageable pieces, prioritize what needs to be done first and identify obstacles early so they can be overcome.
Ladah continued that these teams would be:Īrmed with data and analytics and continually generating and refining ideas based on real time feedback. Earlier this year, IBM, one of the pioneers of remote working, caused shockwaves around the industry by apparently demanding that thousands of its North American employees start working in-house again or lose their jobs.Ī number of month’s later, the company’s vice president of human resources Sam Ladah posted a blog attesting that the media had got it wrong and what it was actually doing in certain unspecified areas of the business – although they appear to include marketing, design, procurement and large parts of the IT department - was restructuring itself into “small, self-managed, multi-disciplinary teams working together in physical spaces”.
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