蓝血“内战”——IBM 软件集团解决三大转型矛盾的内幕体验

Wars inside Big Blue

IBM之外，世界商业史上还没有第二家千亿美元规模的企业从濒死边缘回复生机。上世纪90年代初，1990-199；5年IBM累计亏损168亿美元，甲骨文CEO埃里森对此戏谑讽刺，微软创始人盖茨更预言：IBM将在几年内倒闭!然而10年之后，IBM居然回转生机，并且成功转型。10年前几乎所有的收入都来自于硬件，今天，软件和服务两个新业务贡献了七成以上的营收和利润。它在全球软件业的份额仅次于微软，IT服务则稳居第一。在刚过去的2005年，埃里森、鲍尔默、盖茨三个人都先后宣称：IBM才是自己最大的敌人!

2005 is the 10th anniversary since IBM founded its Software Group in 1995.Three types of basic conflicts were harassing IBM during the ten years' transformation:first,when Gerstner changed IBM's funda- mental management structure since 1994,how would the newly-born Software Group strive for resources and survive in the collision between head- quarter and regions;second,being very weak in the beginning, how would Software Group withstand pressures from and at the same time cooperate with the existing Hardware Group; third,how to clear up hostilities and integrate acquired parts into IBM. Around the three conflicts,one after another wars were be- ing waged inside IBM.We called this “Wars inside the Big Blue”.