商品敘述：

To 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?

涵蓋領域：

AI and machine learning;Corporate strategy;Innovation;Internet;Change management;Operations strategy;Sales and marketing;Digital transformation

相關資料：

Case Teaching Note, (5-317-126), 20p, by Rosabeth Moss Kanter, Jonathan Cohen

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