IBM 服務(wù)部的六堂課

1、服務(wù)業(yè)務(wù)IBM 學(xué)到的六件功課November 14, 20089/4/20221背景說明在 1991 年的時(shí)候，IBM 也注意到，非維護(hù)性的服務(wù)，已經(jīng)貢獻(xiàn)了 9.26% 的業(yè)績(jī)。經(jīng)過了十多年的經(jīng)營(yíng)，目前服務(wù)已經(jīng)貢獻(xiàn)了IBM 40% 的業(yè)績(jī)。為什么會(huì)有這個(gè)成果，大約可以歸結(jié)了以下方面：傳統(tǒng)的努力工作與嚴(yán)肅的承諾、跟隨客戶不斷成長(zhǎng)、建立了有紀(jì)律的管理及財(cái)務(wù)系統(tǒng)，并且投資在招募人才及培訓(xùn)人員。IBM 基于了這十多年的服務(wù)業(yè)務(wù)，總結(jié)了六項(xiàng)因素，供大家參考。這份文件，是 IBM Corporate Archive 所整理的。時(shí)間是 2002 年五月。IBM 開始服務(wù)業(yè)務(wù)1989 年，IBM 成功的幫助

2、 Kodak 設(shè)計(jì)、建置及運(yùn)維數(shù)據(jù)中心，開始受到鼓舞。同年，IBM 也提供 Business Recovery Services 協(xié)助企業(yè)持續(xù)運(yùn)維。1991 年春天，IBM 管理層批準(zhǔn)了服務(wù)戰(zhàn)略：在 1994 年，成為世界級(jí)的服務(wù)公司。同年，將 System Services Division 改組為 Integrated Systems Solutions Corporation，是 IBM 全資的子公司。1993 年，并沒有解散這一個(gè)公司，而是將 integrated 變成了 IBM 服務(wù)業(yè)務(wù)的模式：包含了硬件、軟件及服務(wù)。當(dāng)時(shí)網(wǎng)路是時(shí)興的方向：包含了 client server 與 in

3、ternet 的，都符合了 “integrated”1995 年 IBM Global Services 成立。IBM 要統(tǒng)一組織去開發(fā)及交付服務(wù)。重點(diǎn)是能夠更集中有關(guān)于技能、知識(shí)、能力于客戶的問題，并且使各項(xiàng)資源可以重復(fù)使用，提升響應(yīng)時(shí)間。IBM 學(xué)到的功課In building its services business over the past 10 years, IBM has learned at least six lessons which might be applicable to other businesses. 在歷經(jīng)十年、建置服務(wù)業(yè)務(wù)，IBM 至少學(xué)習(xí)到了六項(xiàng)功課，

4、這些功課，或許可以應(yīng)用在其他的業(yè)務(wù)之上。壹、堅(jiān)持此項(xiàng)業(yè)務(wù)及文化的變革，是需要長(zhǎng)期實(shí)施的First, commit to business and cultural change for the long run. IBMs successful services evolution was not initially obvious to observers. Even thought the service-only business ( excluding maintenance )was unprofitable until 1994, IBM stayed the course, an

5、d that business has grown accordingly. IBM 服務(wù)事業(yè)的成功，并不是一開始就看得到的。甚至一開始，直到 1994 年，是不賺錢的生意。IBM 還是待在這一條路線上，直到業(yè)務(wù)因此而成長(zhǎng)。貳、人的投資，并投資建立流程支持他們Second, invest in people and the processes to support them. In the service business, People are the brand. For that reason, IBM invests over $1 billion a year in educatio

6、n and training for its employee, much of it done via distance learning. 在服務(wù)業(yè)務(wù)的領(lǐng)域中，人是品牌。就是因?yàn)檫@一個(gè)原因，IBM 每年投資了超過十億，在教育與培訓(xùn)員工，多數(shù)是以遠(yuǎn)距離教學(xué)的方式完成。叁，將資源貼近客戶的需求Third, align your resources closely to customer demands. 肆、堅(jiān)持核心實(shí)力，并且持續(xù)專注于策略Fourth, adhere to your core strengths and remain focused on strategy. IBM did

7、not get distracted by the dot-com mania. The company believed e-business was not about browsers but was really about business; not about clicks but about commerce. IBMs business plan was based on that belief and when the market eventually shifted in that direction, IBM was ready and positioned to de

8、liver mission-critical services solutions. IBM 并沒有分神于 dot com 的狂熱。公司相信電子商務(wù)不是只有瀏覽器，而是業(yè)務(wù)；不是鼠標(biāo)的點(diǎn)擊、而是商務(wù)貿(mào)易。IBM 的業(yè)務(wù)計(jì)畫，始終基礎(chǔ)于相信市場(chǎng)最終會(huì)轉(zhuǎn)移方向。IBM 當(dāng)時(shí)已經(jīng)準(zhǔn)備好定位自己，可以提供關(guān)鍵業(yè)務(wù)服務(wù)的方案了。伍、建置與聯(lián)合多種價(jià)值鏈Fifth, build and leverage multiple value chains. In todays global business environment, alliance and “co-operation” are common p

9、ractices because no one company can do it all. Competitive advantage can be derived by identifying the role that best suits your company and by recognizing what someone else can do much better or much quicker and combining the two. 在今天，全球業(yè)務(wù)環(huán)境，聯(lián)盟與合作是共同的實(shí)踐典范。因?yàn)椋瑳]有一個(gè)公司可以全部包下來。競(jìng)爭(zhēng)的好處能夠推論出，讓每一個(gè)公司找到自己的最佳角色，以及認(rèn)清哪一些人可以做的更好及更快。并且讓這兩件事情合并起來。陸、使自己搶先并更快的進(jìn)行創(chuàng)新Sixth, adapt anticipate and be quick to innovate. IBM now regenerates its services portfolio on a rigor