[ CHAPTER THREE ]
Balancing Talent Supply and Demand
“If we could just build a system to identify the people we have and utilize them better, it would lower costs associated with laying off people from one group while hiring that same talent into another. It would limit project delays and increase revenue.”
—Chief Information Officer for a large aerospace and defense company
In 2002, IBM set out on a mission to transform itself into a more services-based organization to capture growing demand for consulting services along with its hardware and software offerings.1 In July of that year, IBM purchased PricewaterhouseCoopers’ consulting arm for an estimated $3.5 billion. Having added 30,000 services professionals to its workforce, IBM instantly ...
Get Calculating Success now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
