IBM's Commitment to Employee Leadership a Lesson for All
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If you've been in this industry long enough, you know the running joke that every executive you meet -- whether he or she hails from a vendor or solution provider -- once worked at IBM. It's not that far from the truth. IBM has in fact nurtured and launched legions of successful technology executives; many become lifers at Big Blue while others spend a short stint, oh, say 20 years, before moving on to greener pastures. The model is not unlike having a great farm team in the major leagues. Many IBMers start out as engineers, working in product development or as part of the research team, then over the years move up the ranks to take on sales, marketing and management roles. This week, IBM was ranked No. 1 in Fortune magazine's "Top Companies for Leaders" for 2009, the only technology company to make the top 20. (To read the full list, go here.) IBM's standout trait, according to Fortune, is its aggressive investment in professional development and a clearly stated goal of not only improving employees' skills, but turning people into leaders. IBM's human resources chief, J. Randall MacDonald, told Fortune that the company spends nearly $700 million a year on leadership skills-building initiatives alone. One of IBM's other hallmarks: never letting you get too comfortable on the job. Ask anyone who has logged many years at IBM and they will tell you that, despite IBM's reputation as staid, buttoned-down and by the books, the company does not tolerate a comfort zone. Just when you master one job, IBM will move abruptly move you to another position inside the company. You got a problem with that? During the recession, IBM refused to scale back its investment in leadership training. This is a lesson that every company ought to follow. While the temptation during tough times is to stop investing in certain areas like sales training or marketing, it's a mistake. A down economy is precisely when you want to make big investments in your best people, help them be better at what they do and engender loyalty. Consider the following: Before the recession, around 2007, whenever I asked a roomful of solution providers what their chief obstacle to growth was, they overwhelmingly cited the inability to recruit, hire and retain highly skilled people. Today, there is talent all over the place, biding its time for the economy to improve sufficiently. Where will they land is the question. The smart channel companies today are building a reputation based on people, investing in their employees' career paths, making training strategic and not shying away from cultivating leaders. Companies with that reputation attract talent and make it better, like IBM. ![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=e4ce7e18-9600-4721-b6b7-c4685b7fac07) |
Comments (10)
It's true. I spent 17 years at I.B.M. and it was far and away the best company I ever worked for. 26 weeks in training the first year, for example. They gave me the confindence I needed to succeed.
Posted by John | December 1, 2009 10:56 AM
In hindsight I am not that impressed with IBM...after all it takes years to make a decision about what color toilet paper to use in the restrooms.
Contraray to what you think IBM controls your growth according to thier schedule - As a consultant smaller companies promote you faster and react quicker to events.
So take it all with a grain of salt..
Posted by Danny | December 1, 2009 12:08 PM
Interesting viewpoints from both of you. How do you approach professional development and training inside of your organization?
Posted by carolyn april | December 1, 2009 2:26 PM
IBM is not the company it was. It would like to be but it cannot. It has wounded fatally the people who once made it great, its employees. The loyalty that is there now is loyalty to the guy who can get you the most and save your a--, in time of trouble. It's every man, woman and child for themselves. IBM no longer stands as that shining example of loyalty rewarded. It is now just another money-hungry grubber who uses and discards its employees (its Human resources) just like paper towels, "Use 'em; abuse 'em; and toss them aside.
Posted by Michael P Heslin | December 1, 2009 3:53 PM
For Carolyn April -> EVERY company has a professional development & training program tailored/customized for the budget you have and/or skills required for both immediate and future needs.
The reality is that it could mean either NOTHING is available from your company or something elaborate & full of content.
This is something to take into consideration by asking and/or negotiating when seeking new employment.
I have seen way too many IBM'rs take days, weeks and months of leadership training but no opportunity to fully/meaningfully use this knowledge.
Remember, If I had to choose someone with classroom training vs real experience - I would choose an intelligent experienced person anytime.
Experience happens when you are CHALLENGED to do something !! -> which small and mid size companies are truly great nurturing & personally developing environments.
Anyway for what its worth.
Posted by Danny | December 1, 2009 8:23 PM
I was an IBMER for 33 years before I retired, in mid 1990's.
I knew Tom Watson Jr. and many of the other great executives of that era. In his tenure Tom was trying to bring the company, and the EMPLOYEES into a new era, which transformed the electro-mechanical to the micro-miniature.
IBM was ALWAYS a time of going to school, either a one or two day class locally or away for a week or two. The way to succeed in the business in those early days, was to be more knowledgeable, current and detailed about your customer's business. And the IT, (EDP) that he had but, never clued into.
As Louie Armstrong sang, "What A Wonderful Life" IBM WAS AND I THINK STILL THE GREATEST. Not like it was BUT still the GREATEST!!!!
Posted by Dick B | December 2, 2009 12:24 AM
Danny,,,,,
I would suggest that you might have sucumbed ti a cmmom, problem, hate public people
That is just SICK,,,,,,,
Posted by JustPutt2 | December 2, 2009 3:27 AM
Danny,,,,,
I would suggest that you might have sucumbed ti a cmmom, problem, hate public people
That is just SICK,,,,,,,
Posted by JustPutt2 | December 2, 2009 3:30 AM
I got to admit once I saw the path of an opportunity I went for it. This is what I saw in IBM almost 30 years ago. The leadership and technical training I most benefited. I had departed the U.S. Navy in 1979...and later started with IBM in March 1980. I completed my college education (Business Management) via the G.I. Bill in 1983. Afterward, the opportunities kept coming.... I went from manufacturing to asset management, from asset management to admin operations manager, from AOM to Systems Engineer. IBM challenged me every step of the way.... and provided the education as well when I switched into the Systems Engineering field .....and today I am a Consulting IT Specialist. Never did I let the grass grow under my feet.....especially when there was so much room for growth. Still, one must see the path of opportunity to seize it. I see myself as an IBM investment, whereas, they continue to benefit daily from what they helped to produce.
Posted by Rufus C. | December 2, 2009 3:31 PM
Just in case, you are wondering who they are... its IBM Senior leadership.
And the hands-on experience gain was huge.
Posted by Rufus C. | December 2, 2009 4:01 PM