International Business Machines (IBM) (NYSE: IBM) is a United States multinational technology and consulting firm headquartered in Armonk, New York. IBM manufactures and sells computer hardware and software, and it offers infrastructure, hosting and consulting services in areas ranging from mainframe computers to nanotechnology.[4]
The company was founded in 1911 as the Computing Tabulating Recording Corporation, following a merger of the Computer Scale Company of America and the International Time Recording Company with the Tabulating Machine Company. CTR adopted the name International Business Machines in 1924, using a name previously designated to CTR's subsidiary in Canada and later South America. Its distinctive culture and product branding has given it the nickname Big Blue.
In 2010, IBM was ranked the 20th largest firm in the U.S. by Fortune and the 33rd largest globally by Forbes.[5][6] Other rankings that year include #1 green company (Newsweek), #1 company for leaders (Fortune), #2 best global brand (Interbrand), #15 most admired company (Fortune), and #18 most innovative company (Fast Company).[7] IBM employs almost 400,000 employees (called "IBMers" by IBM) in over 200 countries, with occupations including scientists, engineers, consultants, and sales professionals.

CEO

Samuel Palmisano

Director

Shirley Jackson

Director

Michael Eskew

Director

James Owens

Director

William Brody

Director

Alain Belda

Director

Joan Spero

Director

Lorenzo Zambrano Trevino

Director

James McNerney
Director

Cathleen Black

Director

Kenneth Chenault

Director

Sidney Taurel

Director

Andrew Liveris
CFO

Mark Loughridge

Software & Systems

Steven Mills
Sales, Marketing & Strategy

VR

Services

Michael Daniels

Enterprise On Demand Transfo...

Linda Sanford
Services Delivery

TS

Application Management Servi...

Colleen Arnold
Business Services

FK
Human Resources

RM

Legal

Robert Weber
Marketing & Communication

JI

Research & Development

John Kelly

Systems & Technology Group

Rodney Adkins

that information is processed within an organization changes when the organization changes. Yet, provision for different reporting relationships is often made after changes are already implemented. As the objectives of jobs change and the individual objectives of managers change, the way in which financial data are reported internally also changes. For instance consider the company that traditionally measured its progress by volume of sales. When the company was reorganized and new objectives initiated, a key measure of progress-and, in fact, the way that employees would be compensated-was gross profit on sales. It was soon determined that the reporting systems in use for several years would not accommodate new report needs. A new system was developed but could not be implemented until several months had passed.

When changes are made in the structure, job design, power allocations, and staffing of an organization, they should be documented. Many organizations make the mistake of leaving the development of policies and procedures that back up organization changes until there is less disruption within the affected groups. But, in fact, the faster that policies and procedures can be distributed, read, and understood, the better.
 
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