Changing the Culture at IBM...Again

Has IBM’s continuous effort to transform its culture been successful?
Todd Jick  | Spring 2015
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The Sanford C. Bernstein & Co. Center for Leadership and Ethics Case Series

IBM has been engaged in a 20-year effort to align its culture with ongoing technological change. At the core of this effort has been an experiment in using behavioral interventions—often enabled by technology. This case asks student to examine the change management policies of IBM’s CEOs from 1993-2014 and to consider how successful they have been.

Case ID: 150404

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