IBM: From Local to Global
Door Bertel Bertel
1. Adoption
1.1. What
1.1.1. Decentralised decisions
1.1.2. Inverted pyramid
1.1.3. Business model
1.1.4. Network
1.1.5. Identity
1.2. How
1.2.1. Global centres
1.2.2. Local initiatives
1.2.3. Promotion
1.2.4. Adoption programs
1.2.5. Business partners
1.2.5.1. NETWORK
1.2.5.1.1. Mutual Opportunities
1.2.5.1.2. Leverage expertise
1.2.5.1.3. Design optimum solution
1.2.6. Govt relations
1.2.7. Aquisitions
1.2.8. Patten development
2. Recommondatons
2.1. Red. cost of info sharing
2.2. Improve decision making
2.3. Embed seniors at lower levels
2.4. Push resources to subs
2.5. Rewards linked to compensation
3. Key Learnings
3.1. Forces for/against adoption
3.2. External/internal ID
3.3. Decentralised decisions
3.4. "Let Go"; bus. partners, assets
4. Driving Froces:
4.1. Market changes
4.2. Developing nations
4.3. Tech changes
4.3.1. UNCERTAINTY
4.4. Uncertain sources of innovation
4.5. Specialisation
4.6. Market leaders
4.6.1. COMPLEXITY
4.7. Standard setter
4.8. Connectivity
4.8.1. TRANSPARANCY
5. Must Haves:
5.1. People
5.2. Processes
5.2.1. DIVERSITY