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IBM is a global multinational corporation that has its operations and activities spread across a wide range of geographical settings coupled with an endless stream of partnership networks. To this end, it has struggled against all odds to remain consistent to the realities of such a global presence by keeping a finger on the pulse of the dynamism that can maintain a competitive harmony between its business activities and the prevailing business environment that it is a part of. An indispensable facet of this scope is the permeating effects of cultural realities to their overall agenda. In acknowledging and appreciating this singular fact, the company has been catapulted to higher heights of unparalleled business success over the last two or more decades. In some quarters a popular anecdote that is widely used is that “IBM has a cultural spell.” Haven reached this far it is imperative to understand the underpinning principal concepts that has informed IBM’s firm belief in cultural diversity as the starting point of all the relevant inputs that has driven it this far. Take the definition captioned below as an example: Culture is the complex pattern of ideas, emotions and observable behaviors that tend to be expected, reinforced and rewarded by and within a particular group. You can most easily understand and observe culture at four levels: • National • Individual • Team • Organizational In most definite terms the IBM Corporation has adopted and actively employing what has become known as the so-called the Cultural Orientation Model (COM). It is a model that meticulously identifies and proceeds to operationalize some key culturally progressive indicators relevant to the twenty first century. This concept will be elaborately discussed as the paper advances. It can be inferred with all certainty from the foregoing quotation that, the reason for the remarkable success chucked by IBM lies in cultural progression as a core value. It is against this background that the thrust of this paper will be hinged on this ideology. Much of the work in this paper will be drawing on useful inferential deductive analysis to prove this point. It will also highlight historical precedence of empirical detail to support the merit of the paper. This will however be used in isolated instances, without any compromise on the defining premise of the subject matter. Background Analysis The quest to fine tune the rough sides of contemporary business practices to the sticky corporate politics at play is as dicey as the choice itself, consequently it has left mangers in a complex dilemmatic cross road of action and inaction (Harvey n.d). In today’s parlance, IBM can be credited for being a success model in this department.
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