The mission and vision statements of IBM are inseparable from the business branding of this company. IBM has established a brand based on its technological progressiveness and the unique capability of the company to transform tech into value for its customers.
IMB stands for International Business Machines, a name that has come to be associated with the technological transformation that cuts across all sectors including in the very competitive business world. To date, IBM has always maintained the purpose that led to its foundation by Charles Ranlett Flint in 1911 – advancing the world with technology, and its mission and vision statements have been instrumental to this consistency.
The vision statement of a company determines the future that the company would want to achieve, and it uses this to direct its growth. On the other hand, the mission statement of a company is akin to the strategies or the steps the management adopts to drive the establishment towards the set future. The vision statement of IBM aligns the company with the leadership it is known for within its sector.
In relation to this, its mission statement highlights the various responsibilities that the company takes in information technology. It also identifies the operations that the company considers critical for its course. The mission and vision statement in this company works closely with the core values that act as the guiding principles.
In fact, they are credited for the conducive environment at IBM that stimulates innovation and efficient running of the information technology business. The bottom line is that all these factors work together to make IBM the leading company it is today.
IBM’s mission statement is “to lead in the creation, development, and manufacture of the industry’s most advanced information technologies, including computer systems, software, networking systems, storage devices, and microelectronics. And our worldwide network of IBM solutions and services professionals translates these advanced technologies into business value for our customers. We translate these advanced technologies into value for our customers through our professional solutions, services and consulting businesses worldwide.” The company outlines all the operations that it capitalizes on to define its position in the information technology. It also points at its commitment to ensuring that these operations are run in such a way that they add value to the lives of its clients. The mission statement gives rise to the following major points.
- Leadership in Information technology. The mission statement by IBM reiterates its leadership responsibilities within its sector. The company holds this as an important duty ever since it was founded, and it has done its best to achieve it through various operations. Some of these include overseeing the design and development of tech-related products and other components. In fact, the first section of the mission statement outlines some of these efforts. Others are breakthroughs that IBM has stimulated in the information technology are defined in the ‘Our Industries’ section. The variety and comprehensiveness of the impacts the company has on various sub-areas affirm its leadership in the sector.
- Networking the world. In this second factor, IBM focus is on the workforce that it has brought together and the difference it creates in the overall success of the company. IBM stresses that these diverse professionals are the source of the value that the consumers enjoy. Essentially, IBM shows that it is an inclusive company that pools its experts from the larger global market, something that also makes its products fit for global consumption as they are sensitive to global needs.
- Improvement of life. The emphasis placed on professional solutions at IBM demonstrates how serious the company is when it comes to leaving an impact on the users of its products and services. That is why IBM leaves nothing to chance by ensuring that its business is value-oriented and that this value is customer –leaning.
IBM’s vision statement is “to be the world’s most successful and important Information Technology Company. Successful in helping out customers apply technology to solve their problems. Successful in introducing this extraordinary technology to new customers. Important, because we will continue to be the basic resource of much of what is invested in this industry.” IBM uses the keyword ‘successful’ throughout its vision statement to signify its developmental journey. The company considers maintaining a consistent winning trajectory a critical element of its business profile for stamping its leadership position in the information technology sector. The vision statement has the following factors:
- Best global giant. The first factor in IBM’s vision statement is all about the influential position the company fights to occupy. IBM wants to rival all other information technology companies to the top seat. The company has been doing this through progressive success and well-strategized business branding. Today, IBM has demonstrated it is the ideal company every other business and customer should be looking out for with its advanced products and related systems such as the internet of things, security, mobile and automation, all with immeasurable potential to impact lives of people.
- Improving communities. IBM simply looks to apply its complex products to make the world better in this factor of its vision statement. For instance, the company indicates that introducing extraordinary technology is one of its primary visions, and these inventions all seek to make life easier and societies better. The same case applies to the impact the activities of the company are poised to have on the general business landscape.
IBM’s core values comprise “diversity and inclusion, innovation, being yourself, and focusing on change.” Although the company has not clearly defined its core values, these can be drawn from the culture created at IBM.
IBM calls its workforce IBMers, and the company considers embracing experts from a varied background the source of its rich culture. Drawing knowledge from across the globe is IBM’s source of innovation especially when these individuals “bring their full self” to the purpose of the company. The integration of these values promotes the ability to take on chance, and thrive in it, just as IBM is best known for.
- Aithal, P. S. (2015). How an effective leadership and governance support to achieve the institutional vision, mission, and objectives. International Journal of Multidisciplinary Research and Development, 2(5), 154-161.
- Amato, C. H., & Amato, L. H. (2002). Corporate commitment to quality of life: Evidence from company mission statements. Journal of Marketing Theory and Practice, 10(4), 69-87.
- Campagna, C., & Fernandez, T. (2007). A comparative analysis of the vision and mission statements of international environmental organizations. Environmental Values, 16(3), 369-398.
- Davis, P. (2018). Leader Impact on Vision/Mission.
- Dittrich, K., Duysters, G., & de Man, A. P. (2007). Strategic repositioning by means of alliance networks: The case of IBM. Research Policy, 36(10), 1496-1511.
- Duygulu, E., Ozeren, E., Işıldar, P., & Appolloni, A. (2016). The sustainable strategy for small and medium-sized enterprises: The relationship between mission statements and performance. Sustainability, 8(7), 698.
- Dyer, L., & Heyer, N. O. (1984). Human Resource Planning at IBM 1. Human Resource Planning, 7(3).
- Harreld, J. B., O’Reilly III, C. A., & Tushman, M. L. (2007). Dynamic capabilities at IBM: Driving strategy into action. California management review, 49(4), 21-43.
- Henderson, J. C., & Venkatraman, H. (1999). Strategic alignment: Leveraging information technology for transforming organizations. IBM systems journal, 38(2.3), 472-484.
- King, D. L., Case, C. J., & Premo, K. M. (2014). Does company size affect mission statement content?. Academy of Strategic Management Journal, 13(1).
- Kopaneva, I., & Sias, P. M. (2015). Lost in translation: Employee and organizational constructions of mission and vision. Management Communication Quarterly, 29(3), 358-384.
- Koys, D. J. (2000). Describing the elements of business and human resource strategy statements. Journal of Business and psychology, 15(2), 265-276.
- Markides, C. (1997). Strategic innovation. Sloan management review, 38, 9-24.
- Mirvis, P., Googins, B., & Kinnicutt, S. (2010). Vision, mission, values. Organizational Dynamics, 39(4), 316.
- O’Reilly III, C. A., Harreld, J. B., & Tushman, M. L. (2009). Organizational ambidexterity: IBM and emerging business opportunities. California management review, 51(4), 75-99.
- IBM – Home.
- Parise, S., & Sasson, L. (2002). Leveraging knowledge management across strategic alliances. Ivey Business Journal, 66(4), 41-47.
- Piercy, N. F., & Morgan, N. A. (1994). Mission analysis: an operational approach. Journal of General Management, 19(3), 1-19.
- van Nimwegen, G., Bollen, L., Hassink, H., & Thijssens, T. (2008). A stakeholder perspective on mission statements: an international empirical study. International Journal of Organizational Analysis, 16(1/2), 61-82.