In the last 15 years, IBM has changed considerably from the fight Seller for a wide range of successful solutions provider. At the heart of this change is the story of a far-sighted strategy and disciplined execution - connecting knowing to do. In strategic terms, the IBM conversion illustrates the ideas behind the dynamic capabilities, showing how the company was able to feel the change in the market and take advantage of these opportunities by reconfiguring existing assets and competencies. We review the literature on dynamic capabilities and, using IBM, for example, to show how their strategy process allows them both to explore new markets and new technologies (such as life sciences, Pervasive Computing), and use the mature products and markets ( for example computers, communication). "Hide
by J. Bruce Harreld, Charles A. O'Reilly, Michael L. Tushman Source: California Management Review 24 pages. Publication Date: August 1, 2007. Prod. #: CMR370-PDF-ENG
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