BMC Software, Inc. (NASDAQ: BMC) is a multinational corporation specializing in Business Service Management (BSM) software, with record annual revenue in fiscal 2009 of $1.87 billion. BMC is one of the largest software companies in the world[2] and has grown total revenue each fiscal year since 2002.

Headquartered in Houston, Texas, BMC develops, markets and sells software used for multiple functions, including IT service management, data center automation, performance management, virtualization lifecycle management and cloud computing management. The name "BMC" is taken from the surname of its three founders—Scott Boulette, John Moores, and Dan Cloer.

Employing nearly 6,000, BMC is often credited with pioneering the BSM concept as a way to help better align IT operations with business needs



CEO
Robert Beauchamp
3
Director
Louis Lavigne
2
Director
Thomas Jenkins
3
Director
Gary Bloom
2
Director
Kathleen O'Neil
4
Director
Jon Barfield
3
Director
Stephan James
Director
Meldon Gafner
Director
Tom Tinsley
2
Director
Mark Hawkins
Accounting, Control
CB
CFO
Stephen Solcher
18
Mainframe Service Management
William Miller
Administration
HC
Business Operations
SG
Legal & Secretary
DC
strategy & Development
KB
12
Sales & Services
John McMahon


Team-based — operational and improvement teams are used up, down, and across the organization. A multitude of operational teams manage whole systems or self-contained subsystems such as regions, branches, processes, and complete business units.

Highly autonomous and decentralized — dozens, hundreds, or thousands of mini-business units or businesses are created throughout a single company. Local teams adjust their company's product and service mix to suit their market and conditions. They also reconfigure the existing products and services or develop new experimental prototypes to meet customer/partner needs.

Servant-Leadership — senior managers provide strong Context and Focus (vision, values, and purpose) and strategic direction to guide and shape the organization. Very lean and keen head office management and staff serve the needs of those people doing the work that the customers actually care about and are willing to pay for. Support systems are designed to serve the servers and producers, not management and the bureaucracy.

Networks, Partnerships, and Alliances — organizational and departmental boundaries blur as teams reach out, in, or across to get the expertise, materials, capital, or other support they need to meet customer needs and develop new markets. Learning how to partner with other teams or organizations is fast becoming a critical performance skill.

Fewer and More Focused Staff Professionals — accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.

Few Management Levels — spans of control stretch into dozens and even hundreds of people (organized in self-managing teams) to one manager. Effective managers are highly skilled in leading (Context and Focus), directing (establishing goals and priorities), and developing (training and coaching).
 
Last edited:

jamescord

MP Guru
BMC Software, Inc. (NASDAQ: BMC) is a multinational corporation specializing in Business Service Management (BSM) software, with record annual revenue in fiscal 2009 of $1.87 billion. BMC is one of the largest software companies in the world[2] and has grown total revenue each fiscal year since 2002.

Headquartered in Houston, Texas, BMC develops, markets and sells software used for multiple functions, including IT service management, data center automation, performance management, virtualization lifecycle management and cloud computing management. The name "BMC" is taken from the surname of its three founders—Scott Boulette, John Moores, and Dan Cloer.

Employing nearly 6,000, BMC is often credited with pioneering the BSM concept as a way to help better align IT operations with business needs



CEO
Robert Beauchamp
3
Director
Louis Lavigne
2
Director
Thomas Jenkins
3
Director
Gary Bloom
2
Director
Kathleen O'Neil
4
Director
Jon Barfield
3
Director
Stephan James
Director
Meldon Gafner
Director
Tom Tinsley
2
Director
Mark Hawkins
Accounting, Control
CB
CFO
Stephen Solcher
18
Mainframe Service Management
William Miller
Administration
HC
Business Operations
SG
Legal & Secretary
DC
strategy & Development
KB
12
Sales & Services
John McMahon


Team-based — operational and improvement teams are used up, down, and across the organization. A multitude of operational teams manage whole systems or self-contained subsystems such as regions, branches, processes, and complete business units.

Highly autonomous and decentralized — dozens, hundreds, or thousands of mini-business units or businesses are created throughout a single company. Local teams adjust their company's product and service mix to suit their market and conditions. They also reconfigure the existing products and services or develop new experimental prototypes to meet customer/partner needs.

Servant-Leadership — senior managers provide strong Context and Focus (vision, values, and purpose) and strategic direction to guide and shape the organization. Very lean and keen head office management and staff serve the needs of those people doing the work that the customers actually care about and are willing to pay for. Support systems are designed to serve the servers and producers, not management and the bureaucracy.

Networks, Partnerships, and Alliances — organizational and departmental boundaries blur as teams reach out, in, or across to get the expertise, materials, capital, or other support they need to meet customer needs and develop new markets. Learning how to partner with other teams or organizations is fast becoming a critical performance skill.

Fewer and More Focused Staff Professionals — accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.

Few Management Levels — spans of control stretch into dozens and even hundreds of people (organized in self-managing teams) to one manager. Effective managers are highly skilled in leading (Context and Focus), directing (establishing goals and priorities), and developing (training and coaching).

Hello netra,

Please check attachment for Organisational Chart of BMC Software, Inc, so please download and check it.
 

Attachments

  • Organisational Chart of BMC Software, Inc.docx
    23.5 KB · Views: 1
Top