IBM 2002 Annual Report Download - page 23

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21
this much is certain. It won’t be for the same reasons they
invested the last trillion.
What’s driving customer strategies and spending today is the
need to integrate processes, people, ideas and work to create wholly
new kinds of business designs and business value.
Rather than talk about automation, efficiency or reengineering,
they use a new set of terms to describe the kind of enterprise they
want to build: a company that is intuitive in sensing and responding
to change; flexible in terms of structuring costs and adapting processes;
focused on the unique things that set it apart; and resilient in managing
change and threats.
This is what IBM calls an on demand
business, and, yes, it requires lots of rock-
solid technology. But in a fundamental
departure for the IT industry, that’s not
where the discussion starts now. It starts
with a deep understanding of the customer’s
industry, of business model design,
and the nontrivial culture change that
comes with this kind of transformation.
The technology companies that can
lead their customers to these new ways
of seeing and managing themselves will
set the agenda for business and for the
IT industry, and stand at the forefront of
the next trillion dollars in IT spending.
(And those that can’t, won’t.)
tyrone parnell
Vice President, Retail & Distribution Sector
Asia Pacific
Why
customers will invest
the next trillion dollars in
information technology