Annotation IBM Workplace represents an entire portfolio of IBM products, new and existing, that focuses on increasing people's productivity in a new way. In this book, IBM Software Live! Program Director Douglas Spencer and Senior Lotus Consultant Ron Sebastian start with an introduction to people productivity in the context of IBM's On Demand Business vision. Then the IBM Workplace strategy and products are described. You will see how the underlying componentized software infrastructure of IBM Workplace provides the flexibility businesses need in the emerging on demand world. You will see how many users without traditional desks such as an outbound sales force, factory floor staff, airline pilots, etc. can collaborate with others boosting the productivity of the entire organization, trading partners, and customers. The authors then provide an overview of the key product lines that implement the IBM Workplace vision including IBM Workplace, WebSphere Portal, Lotus Notes and Domino, and WebSphere Everyplace. You will learn how the new IBM Workplace client technology for these products combines the rich user experience of client/server with the cost characteristics of Web-based applications, giving users the best of both worlds. In the final chapter, the authors explore industry-specific people productivity solutions tailored for the needs of specific industries including aerospace, defense, automotive, banking, financial markets, consumer products, electronics, utilities, government, health care, insurance, life sciences, retail, and telecommunications, etc. The Foreword, by IBM Software Group General Manager of Workplace, Portal, and Collaboration Software, Michael D. Rhodin, provides an insider's perspective on the thinking behind IBM Workplace. To help you stay current, this book comes with your personal password for accessing the companion Web site which offers up-to-the-minute IBM Workplace news, More on the Web links, and additional resources.

IBM’s vision of the future of computing and how its evolving technologies, product lines, and services fit into that future are the subject of this broad look at the world’s largest computer company. Discussing IBM’s e-business strategy to leverage Internet technology, its new emphasis on IBM Global Services, and its fast-growing consulting business this overview. profiles IBM’s new eServer xSeries, pSeries, iSeries, and zSeries, showing how each fits into an e-business context. A companion web site accessible only to buyers of this book provides the latest news and additional resources related to IBM technology and product lines.

Thomas J Watson Sr’s motto for IBM was THINK, and for more than a century, that one little word worked overtime. In Making the World Work Better: The Ideas That Shaped a Century and a Company, journalists Kevin Maney, Steve Hamm, and Jeffrey M. O’Brien mark the Centennial of IBM’s founding by examining how IBM has distinctly contributed to the evolution of technology and the modern corporation over the past 100 years. The authors offer a fresh analysis through interviews of many key figures, chronicling the Nobel Prize-winning work of the company’s research laboratories and uncovering rich archival material, including hundreds of vintage photographs and drawings. The book recounts the company’s missteps, as well as its successes. It captures moments of high drama – from the bet-the-business gamble on the legendary System/360 in the 1960s to the turnaround from the company’s near-death experience in the early 1990s. The authors have shaped a narrative of discoveries, struggles, individual insights and lasting impact on technology, business and society. Taken together, their essays reveal a distinctive mindset and organizational culture, animated by a deeply held commitment to the hard work of progress. IBM engineers and scientists invented many of the building blocks of modern information technology, including the memory chip, the disk drive, the scanning tunneling microscope (essential to nanotechnology) and even new fields of mathematics. IBM brought the punch-card tabulator, the mainframe and the personal computer into the mainstream of business and modern life. IBM was the first large American company to pay all employees salaries rather than hourly wages, an early champion of hiring women and minorities and a pioneer of new approaches to doing business--with its model of the globally integrated enterprise. And it has had a lasting impact on the course of society from enabling the US Social Security System, to the space program, to airline reservations, modern banking and retail, to many of the ways our world today works. The lessons for all businesses – indeed, all institutions – are powerful: To survive and succeed over a long period, you have to anticipate change and to be willing and able to continually transform. But while change happens, progress is deliberate. IBM – deliberately led by a pioneering culture and grounded in a set of core ideas – came into being, grew, thrived, nearly died, transformed itself... and is now charting a new path forward for its second century toward a perhaps surprising future on a planetary scale.

InfoWorld is targeted to Senior IT professionals. Content is segmented into Channels and Topic Centers. InfoWorld also celebrates people, companies, and projects.

For more than 40 years, Computerworld has been the leading source of technology news and information for IT influencers worldwide. Computerworld's award-winning Web site (Computerworld.com), twice-monthly publication, focused conference series and custom research form the hub of the world's largest global IT media network.

For more than 40 years, Computerworld has been the leading source of technology news and information for IT influencers worldwide. Computerworld's award-winning Web site (Computerworld.com), twice-monthly publication, focused conference series and custom research form the hub of the world's largest global IT media network.

Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution. Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to: Rise above talent management "best practice" and instead create a differentiated workforce that can't be easily copied by competitors Differentiate those capabilities in your company that are truly strategic Identify your wealth-creating "A" positions Create a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategy Develop the right measures for your organization Based on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.