XXXXX three XX XXXXXXXXXXXXXXX of scientific XXXXXXXX, orchestration and XXXX XXXXXXXXXXXX XXX XXXXXX XX XXX need to be XXXX effective and responsive XX uncertain XXXXX in XXX XXXX century. XXX example, trends such XX the U.S.-XXXXX XXXXX war, the rise of XXXXXXXXX, XXX advent XX XXXXXXXXXX XXXXXXXXXXXX, climate XXXXXX, the XXXXXX XX XXXXXXXX markets, XXX XXXXXXXX XXXXXX class and the issue XX XXX XXXXXXXXXX all present XXXXXXX XXXXX that may XXXXXX IBM's hardware, XXXXXXXX XXX XXXXXXXX XXXXXXX. XXX XXXXX XX be able to apply the XXXXXXXXXX method, orchestrate XXX XXXXXXXX XXXXX XXX XXXXXX, and promote self organization by XXX community, in order to have products XXX services XXXX XXXXXXX well XX XXX needs created by these risks XXX are unaffected XX them.
X. XXXX XXX dynamic capabilities? Explain. XXXXXXX XX IBM's XXXXX record of technology transformation XXXXXXXX in Exhibit XXX.X XXXX role did dynamic XXXXXXXXXXXX XXXX in these successful XXXXXXXXXXXXXX?
Dynamic XXXXXXXXXXXX XXXXX XX an organization's XXXXXXX XX change XXX use XX XXX XXXXXXXX base in a meaningful way, and to XXXXXXXXXXX XXX adapt its XXXXXX, XXXXXXX and structures to XXXXXXX and XXXXXXX XXXXXXXXXXXX. XXXXX proposed XX XXXXX and XXXXXX in 1997, the XXXXXX XX dynamic XXXXXXXXXXXX XXX been XXXXXXXXX in the successful (XXX ongoing) XXXXXXXXXXXXXX XX IBM.
XXXXXXXX, IBM was able XX marshall XXX resources and XXXXXXXXXX effectively to meet XXX needs of the personal XXXXXXXX revolution when it first XXXXXXX out. XX XXX 1990s and XXXXX, XXX XXX able XX XXX XXX XXXXXXX capabilities of a XXXXXXXXXXXXX XXXXX XXX XXXXXX XXXXX to XXXXXXXX XXXXXXX, assets XXX XXXXXXXXX to serve XXXXXXX XXXXXXX in a XXXXXXX XXXXXXXXXXX world. Finally, in the XXXXX, IBM has XXXX the XXXXXXX capability of asset XXXXXXXXXXXX to reduce XXX hardware XXXXXX XXX grow XXX high-XXXXX XXXXXXXX XXX XXXXXXXX sector XXXXXXX.
XXX has also identified the XXXXXXXXX of open source communities XXX therefore developed XXXXXXX XXXXXXXXX, XXXXXXXXX supporting XXX Linux and Apache XXXX XXXXXX XXXXXXX, in order to leverage the power XX XXXXX communities. XXXXXXXXXXX, XXX XXXXXXXXXX XXXX XXXXXXXXXXXX XX providing these ecosystems of application XXXXXXXXXX XXXX resources XXX platforms, allowed XXXX XX debug and produce XXXXX own XXXXXXXXXXXX, and then commercialized XXX XXXXXXX XXXX XXX's certification XXX market XXXXXX XXXXXXXXXXX.
4. XX you believe that IBM XX likely to XXXXXX the current three-XXXXXXX XXXX XXXXXXXXXXXXXX XX XXXXXXXXXX? Why or XXX XXX?
XXXXXXX XXX's XXXXXXXX at investing in XXXX XXXXXX XXXXXXXXXXX, the XXXXXXXX XX Things, XXXXXXXXXX XXXXXXXXXXXX and XXXXXXXXXX, XXX XXXX XXX XX able XX XXXXXX XXX current three XXXXXXX technological XXXXXXXXXXXXXX. This is because XX three key factors. Foremost, XXX's XXXXX on financial returns XXXXXX than innovation is unscientific XXX XXXXX-XXXXXXX, and will not XXXXX XXX XX transform XXXXXXXXXXXXXXX. Secondly, IBM's focus on cost cutting, employment XXXXXXXXXXXX and XXXXXXXXXXX has led XX a poor orchestration of XXX XXXXXXXX XXXXXXXXX, as shown by XXX low productivity and XXXXXX of its remaining XXXXXXXXX. XXXXXXX, XXX XXX not wholeheartedly embraced self XXXXXXXXXXXX, given XXX XXX-down nature of XXX XXX prestige XXXXXXXX such as the IBM XXXXXX AI XXXXXXXX and XXX cloud.
XX XXXXXXXXXX, IBM XX XXXXXXXX to master XXX XXXXXXX XXXXX-pronged XXXXXXXXXXXXX transformation, and will continue to struggle in XXXXXX XXXX the slower XXXXX XX software licensing to a more agile XXXXX XX cloud computing XXX artificial intelligence.
5. IBM'S decision XX end XXXXXXX XXXX flexibility XXX XXXXXXX co-XXXXXXXX of XXXXXXXXX in XXX office XXX met XXXX XXXX consternation. XXX do you see XXX's XXXXXXXX, and XXXX are likely XXXXXXXX and negative XXXXXXXXXXXX?
IBM's decision XX end greater XXXX flexibility and XXXXXXX co-XXXXXXXX XX employees in XXX office XX, XX XXX whole, a good one, although disadvantages XX such an approach exist.
XX XXX positive XXXX, IBM's decision XX XXX greater work flexibility XXX implement colocation XXXXX XXXXXX XXXXXXX XXXXXXXXXXXXX and XXXXXXXXXXXX. XXX XXXXXX of modern XX XXXXX' XXXX cultures, and the XXX of XXXXXXX such XX Six XXXXX and XXX Agile XXXXXX, XXXXXXXX IT XXXXXXX to engage in XXXXXXXX iteration XXX feedback XXXXXX teams XX a highly XXXXXXXX basis. XXX's decision XXXXX therefore support XXXX work methods, XXX XXXXX XXXXXXXXXX a better strategy to promote collaboration XXX prosuctivity than a remote XXXXXXX policy. Furthermore, colocation would also XXXX XXXXXXXXXXXXX XXX XXXXXXXXXXXXXXX more XXXXXXXXX XX it XXXXX XX XXXX in person. XXXXXXX, colocation reduces XXX XXXX of miscommunication between different XXXXXX XX XXXXXXXXXX.
XX the XXXXXXXX side, XXX's decision to end XXXXXXX work XXXXXXXXXXX and XXXXXXXXX XXXXXXXXXX would XXXXXX damage its XXXXXX attraction XXXXXXXX. Top XXXXXXXX XXXXXXXXXXX XXX XXXXXXXXXX XXXXXX bound by specific lifestyle XXXXXXXXXXX, such XX XXXXXX mothers, XXXXXXXX impaired XXXXXXX XXX XXXXXXX XXXXXXX in other countries would XXX XX able to work XXX home XXX would therefore XXXX XXXXX companies with XXXX flexible XXXXXX working XXXXXXX. Furthermore, the XXXX XXX colocation would also XXXXXXXX IBM's XXXXXXXX costs XXX XX an increase in XXXXXXXX (XXXXX the XXXXX commuting XXXX), XXXXXX XXXXX XXXXX XXX utilities XXXXX.
ReferencesAndrew XXXXXX, "XX's three XXX XXXXXXXXXXXXXX transformations." HBR, 2010. XXXXX://XXX.XXX/XXXX/06/XXX-three-key-XXXXXXXXXXXXXX-XXXXXXXXXXXXXXX.
Harreld, X. Bruce, XXXXXXX X. X'XXXXXX III, and Michael X. Tushman. "XXXXXXX XXXXXXXXXXXX XX IBM: XXXXXXX XXXXXXXX XXXX action." XXXXXXXXXX management XXXXXX XX, XX. X (XXXX): XX-XX.
Levinson, Harry. "XXX XXX XXXXXXXXX fell: Psychological XXXXX XX XXXXXXXXX failure." XXXXXXXX Psychologist XX, XX. X (XXXX): XXX.
Makridakis, XXXXXX. "XXXX can we learn XXXX corporate failure?." XXXX XXXXX Planning 24, XX. X (XXXX): 115-126.
XXXXX, XXXXX, and XXXX Pisano. "XXX dynamic capabilities XX firms: an introduction." XXXXXXXXXX XXX corporate XXXXXX 3, XX. X (XXXX): 537-556.
Teece, XXXXX X. "Dynamic XXXXXXXXXXXX: XXXXXXXX versus entrepreneurial XXXXXX." XXXXXXX XX management studies 49, no. 8 (2012): 1395-1401.