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IBM Cognos 8 Report Studio Cookbook
by Abhishek SanghaniWritten in cookbook style, this book offers learning and techniques through recipes. It contains step-by-step instructions for Report Studio 8 users to author effective reports. The book is designed in such a way that you can refer to things chapter by chapter, and read them in no particular order. You will see a new fictional business case in each recipe that will relate to a real-life problem and then you will learn how to crack it in Report Studio. If you are a Business Intelligence or MIS Developer (programmer) working on Cognos Report Studio who wants to author impressive reports by putting to use what this tool has to offer, this book is for you. You could also be a Business Analyst or Power User who authors his own reports and wants to look beyond the conventional features of Report Studio 8. This book assumes that you can do basic authoring, are aware of the Cognos architecture, and are familiar with Studio.
IBM Cognos BI v10.2 Administration Essentials
by Khalid Mehmood AwanIf you are a Cognos BI administrator or architect, this is the book for you. You must have basic knowledge of databases and business intelligence. You also need to be familiar with Cognos BI and must have worked in any section of reports studio, modelling or maps, to get the best out of this book.
IBM Cognos Business Intelligence 10.1 Dashboarding cookbook
by Ankit GargThis book is written in the style of a cookbook, with emphasis on practical, step-by-step recipes augmented with real screenshots and little to no theory. This approach will help you follow each step, each link, and see the bigger picture,If you are a user with basic knowledge of Cognos BI (any version) and want to learn the advanced and latest dashboarding capabilities shipped with IBM Cognos BI, this book is for you.
IBM Cognos Insight
by Sanjeev DattaThis book takes a practical tutorial approach to teaching users the features of Cognos Insight. New and existing users of Cognos Insight who are looking to gain more knowledge about the product and Business Analytics in general.
IBM Cognos TM1 Cookbook
by Ankit GargEach recipe comprises step-by-step instructions followed by an analysis of what was done in each task and other useful information. It is packed with useful screenshots to make your learning even easier. The book emphasizes on a learn-by-example approach so as to maximize learning. The book is intended for prospective TM1 developers or analysts who want to successfully build and manage a complete planning, budgeting and forecasting solution with IBM Cognos TM1. No previous knowledge of TM1 is expected. Existing TM1 users and developers will also benefit from the practical recipes covered in the book.
IBM Cognos TM1 Developer's Certification guide
by James D. MillerThis book is packed with real word examples. Each major certification topic is covered in a separate chapter, which helps to make understanding of concepts easier. At the end of each chapter, you will find a variety of practice questions to strengthen and test your learning. If you are a beginner to intermediate level Cognos TM1 developer looking to add an important IBM certification to your resume but don't know where to start, this book is for you!
IBM Corp. Turnaround
by Robert D. Austin Richard L. NolanDescribes the details of IBM's dramatic corporate turnaround in the early 1990s led by CEO Louis V. Gerstner. Accounts of events are from interviews with IBM executives. Covers the factors that led to the company's decline and actions taken to recover.
IBM Corp.: "Make It Your Business" (A)
by Robert L. Simons Hilary A. WestonIn 1987, IBM changed its strategy in an attempt to become a market-driven company rather than a product-driven company. The case begins with a description of the new strategy and the reasons for the change and then describes the top-down sales planning and quota system in use under the old strategy. Concludes with a discussion of the reasons why the new strategy cannot be implemented without changing the sales planning and quota systems. The challenge for students is to design new systems to support IBM's market-driven strategy.
IBM Lotus Quickr 8.5 for Domino Administration
by Keith Brooks David ByrdThis is a step-by-step manual, with explanation from installation and upgrading, to the development and management of Quickr, to what-to-do-next when you finally have everything set up. It discusses problems that you might face while upgrading to the latest version. The authors show you how to get the most out of the most important features including installing, configuring, maintaining, and troubleshooting a clustered environment with Lotus Quickr.This is a step-by-step manual for System Administrators and Business Analysts who need to facilitate the effective and efficient performance of diverse teams in an interconnected world. It can also be read by Management to gain a high-level understanding of the new features and capabilities offered by the product. You don't require any knowledge of IBM Lotus Quickr 8.5. This book will teach you everything you need to know.
IBM Retail Business Assessment at Dillard's, Inc.: Managing Staffing Levels to Improve Conversion
by Zeynep TonThis case illustrates the challenges associated with matching staffing levels with variable workload in retail stores and highlights how decisions related to staffing and scheduling affect operational performance and the quality of labor at the stores. The case describes the tasks (both in-store logistics and customer service tasks) that are carried out by store employees at one Dillard's department store and presents nine weeks of traffic data at an hourly level collected by IBM. Additional data on labor hours and number of customer transactions allow students to examine the relationship between staffing levels and conversion rate. Given the large variation in customer traffic over time and the relationship between staffing levels and conversion rates, how should Dillard's manage staffing levels?
IBM Transforming, 2012-2016: Ginni Rometty Steers Watson
by Rosabeth Moss Kanter Jonathan CohenIn 2016, CEO Ginni Rometty continued to lead the transformation at technology giant IBM. Her strategy focused on cognitive computing in the digital era, and using data to better inform business decisions. This case details her tenure as CEO of the company, and discusses her efforts to help IBM change and reorient itself to respond to increased challenges from traditional competitors and new, innovative startups.
IBM Transforming, 2012-2016: Ginni Rometty Steers Watson
by Rosabeth Moss Kanter Jonathan CohenTo transform IBM for the next technology wave, Ginni Rometty, who became CEO in 2012, led divestment of declining businesses, made acquisitions in digital innovation and cloud computing, formed partnerships with former competitors such as Apple and tech startups, and invested in internally developed cognitive computing/AI platform Watson, a big bet directed at applications for healthcare, education, and cybersecurity. Revenues declined, criticism grew, and challenges of change remained. Watson businesses were new, unproven, and required change in nearly every aspect of legacy operations and culture. To increase speed and agility, Rometty used methods such as online Think Academy, design thinking, and startup contests. In mid-2016, questions remained about the pace and magnitude of change, the scale-up and profitability of Watson, and Rometty's leadership of change. What was left to do?
IBM Values and Corporate Citizenship
by Rosabeth Moss KanterIBM's transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong culture and a commitment to fairness and social responsibility. As IBM entered its second century, it was appropriate to take a fresh look at its values while remaining unwavering in ethics, integrity, and-to use the twenty-first century word-the highest standards of corporate citizenship. All of this could be done with strategic use of IBM technology and innovation. Yet IBMers in a variety of businesses and geographies also wanted the company to do even more. Members of the fifth Integration and Values Team (IVT5) pondered this and other global citizenship possibilities, reviewing how people were developed and worked as the transition to the GIE was underway.
IBM Watson at MD Anderson Cancer Center
by Shane Greenstein Mel Martin Sarkis AgaianAfter discovering that their cancer diagnostic tool, designed to leverage the cloud computing power of IBM Watson, needed greater integration into the clinical processes at the MD Anderson Cancer Center, the development team had difficult choices to make. The Oncology Expert Advisor tool used a combination of machine learning and the latest cancer care research to make recommendation to clinicians in the field. Was automated cancer diagnosis the future of cancer care? The development team, comprised of clinicians and data scientists, reviewed the results of their experiment to augment their implementation plan and better evaluate the efficacy of the analytics tool.
IBM and Linux (A)
by James Quinn Carliss Y. Baldwin Siobhan O'MahonyIn the fall of 1998, Dan Frye, member of IBM's emerging technologies and business team, is trying to decide whether to forge a strategic alliance with the Linux Development Community (LDC). Just two years earlier, IBM had its first exposure to an "open source" software program when it selected Apache as the web server program for the web site of the Atlanta Summer Olympic Games. Based on its success with Apache, and Frye's intuition that Linux could be a critical, strategic step in the new "network-centric" computing environment, Frye and his colleagues are trying to decide whether an alliance between IBM and LDC would serve their interests--and, if so, how IBM could manage the alliance with a loosely affiliated group of software developers.
IBM and the Reinvention of High School (A): Proving the P-TECH Concept
by Rosabeth Moss Kanter Ai-Ling Jamila MaloneIBM's Corporate Citizenship office created a social and organizational innovation in public education through a business-school partnership. IBM's Stanley Litow was the key architect in designing Pathways in Technology Early College High School, known as P-TECH. The open enrollment high school located in New York City's Brooklyn was launched in 2011 through a joint partnership between IBM, City University of New York (CUNY), and the New York City Department of Education (NYCDOE). The innovative design incorporated career and technical education (CTE), STEM (science, technology, engineering, and math), and early college. Students could graduate with an associate degree (essentially, two free years of college) and be "first in line" for jobs at IBM. The school was already seeing remarkable results; one third of the inaugural class entered P-TECH below grade level and nearly all students were promoted to the 10th grade and more than half of them took college courses before the end of their sophomore year. This case explores the motivation behind P-TECH (a growing skills gap), how it was developed along with the challenges, and the attention generated by the unique school design.
IBM and the Reinvention of High School (A): Proving the P-TECH Concept
by Rosabeth Moss Kanter Ai-Ling Jamila MaloneIBM's Corporate Citizenship office created a social and organizational innovation in public education through a business-school partnership. IBM's Stanley Litow was the key architect in designing Pathways in Technology Early College High School, known as P-TECH. The open enrollment high school located in New York City's Brooklyn was launched in 2011 through a joint partnership between IBM, City University of New York (CUNY), and the New York City Department of Education (NYCDOE). The innovative design incorporated career and technical education (CTE), STEM (science, technology, engineering, and math), and early college. Students could graduate with an associate degree (essentially, two free years of college) and be "first in line" for jobs at IBM. The school was already seeing remarkable results; one third of the inaugural class entered P-TECH below grade level and nearly all students were promoted to the 10th grade and more than half of them took college courses before the end of their sophomore year. This case explores the motivation behind P-TECH (a growing skills gap), how it was developed along with the challenges, and the attention generated by the unique school design.
IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners
by Rosabeth Moss Kanter Ai-Ling Jamila MaloneIBM's Corporate Citizenship office created an innovation in public education through a business-school partnership for widespread replication and diffusion. In 2012, while P-TECH (Pathways in Technology Early College High School) was still in its first year operating, Stanley Litow, IBM's Vice President of Corporate Citizenship and Corporate Affairs and President of the IBM International Foundation, found himself overwhelmed by interested parties who wanted to replicate the model. Chicago Mayor Emanuel, the J.A. and Kathryn Albertson Foundation in Idaho, the New York City Department of Education, and New York Governor Cuomo were all in various stages of implementing the concept. Chicago launched five schools in 2012 that were inspired by the P-TECH model, with IBM partnering with one school. New York City developed five more schools; two were scheduled to open in fall 2013 and three more in fall 2014. New York launched a Request for Proposal with plans to open 16 of these schools in fall 2014. Meanwhile IBM remained engaged at the federal level to help accelerate the replication through policy changes. This case explores the challenges and complications of replication.
IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners
by Rosabeth Moss Kanter Ai-Ling Jamila MaloneIBM's Corporate Citizenship office created an innovation in public education through a business-school partnership for widespread replication and diffusion. In 2012, while P-TECH (Pathways in Technology Early College High School) was still in its first year operating, Stanley Litow, IBM's Vice President of Corporate Citizenship and Corporate Affairs and President of the IBM International Foundation, found himself overwhelmed by interested parties who wanted to replicate the model. Chicago Mayor Emanuel, the J.A. and Kathryn Albertson Foundation in Idaho, the New York City Department of Education, and New York Governor Cuomo were all in various stages of implementing the concept. Chicago launched five schools in 2012 that were inspired by the P-TECH model, with IBM partnering with one school. New York City developed five more schools; two were scheduled to open in fall 2013 and three more in fall 2014. New York launched a Request for Proposal with plans to open 16 of these schools in fall 2014. Meanwhile IBM remained engaged at the federal level to help accelerate the replication through policy changes. This case explores the challenges and complications of replication.
IBM in the 21st Century: The Coming of the Globally Integrated Enterprise
by Rosabeth Moss KanterMembers of IBM's fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and Director of Research, the IVT5's focus was on "the global IBMer"-define and develop global leaders; make the "globally integrated enterprise" relevant to all employees through corporate citizenship initiatives reflective of the company's values; and help IBM compete globally by ensuring market access. The scope was all 170 countries in which IBM operated. As leaders who had risen to their positions as systems thinkers committed to innovation, the team knew it was necessary to stand back and look at the big picture-to see how IBM worked now and operate at its best in order to understand the gaps, dilemmas, and opportunities.
IBM's Decade of Transformation: Turnaround to Growth
by Elizabeth Collins Lynda M. ApplegateDescribes IBM's decade of transformation. Provides background on the company's history and the factors that led to its near death in the early 1990s and to its remarkable turnaround during Lou Gerstner's reign as CEO. A rewritten version of an earlier case.
IBM's Decade of Transformation: Uniting Vision and Values
by Robert D. Austin Elizabeth Collins Lynda M. Applegate Charles C. Heckscher Boniface MichaelAn abstract is not available for this product.
IBM's Diversity Strategy: Bridging the Workplace and the Marketplace
by Ayesha Kanji David A. ThomasExplores how IBM incorporated diversity into its business strategy, making the case that workforce diversity is critical to marketing its products and services to its customers. In the early 1990s, Ted Childs, vice-president of Workforce Diversity, proposed to CEO Lou Gerstner the creation of eight diversity task forces. Delves into the organizational and cultural impediments to starting a diversity task force initiative and how IBM overcame these obstacles to implement an effective diversity strategy. After the task forces were established, they underwent tremendous growth and became global in scope. Childs also faces the challenge of taking a U.S.-based diversity strategy and applying it to IBM's global organization. Teaching Purpose: To demonstrate how a company can implement an effective diversity strategy and integrate it into its overall business strategy.
IBM: Design Thinking
by Srikant M. Datar Amram Migdal Paul HamiltonThis case describes the 2012-2020 effort at IBM to implement design thinking throughout the company and hire thousands of designers to serve on every product team alongside technical engineers and developers and product managers. IBM's design transformation is told through the development of the Design Program Office-a new centralized function led by General Manager Phil Gilbert to support the organizational change effort-and the adoption of design thinking at several key business units: IBM's Z mainframes business; IBM Security; IBM's data and artificial intelligence (AI) business; and the Digital Strategies and Interactive Experience (DS/iX, or just iX) group, within IBM Services. The case contains details about IBM's approach to design thinking frameworks and how IBM integrated design thinking and designers to center end-user needs in its product development teams and processes.
IBM: The Corporate Service Corps
by Rosabeth Moss Kanter Christopher MarquisDescribes the conception, development and implementation of the Corporate Services Corps (CSC), an international community service assignment for high-potential IBM employees. The year 2008 was the pilot year of the CSC program, and 100 of IBM's best global employees were deployed to work for local partners, frequently non-governmental organizations (NGOs), in locations such as Ghana, Tanzania, Romania, Philippines and Vietnam. The case provides data for students to assess the first year of operation and recommend what changes IBM should make to the program moving forward. Also considered is how the CSC fits into IBM's broader corporate citizenship portfolio and IBM's globalization strategy.