IBM CaseNameCourse numberInstructor’s nameDateQuestion 1In 2003, IBM was in the midst of a major shift towards globalization in the market. Organizations needed to maximize profitability through enhanced expansion into international markets yielding the best returns. IBM embarked to transfer certain parts of its value chain in varied international locations rather than replicating all parts of its operations. This strategy was aimed at enhancing its location based competitive advantage. In the same period, there was remarkable advancement in technology that significantly reduced the cost of global business communication and computing. The advancements placed IBM and its competitors in a near level playing ground. In this respect, it became imperative for companies to shift focus by not only focusing on their products and services but also concentrating more on improving service delivery and product innovation to establish their competitive advantage. IBM needed to ensure that its human capital would offer unique products and services that were well suited to the specific changing business needs of its clients.Question 2IBM’s objective of deploying the right skills and expertise to specific business opportunities is very useful for its profit maximizationendeavor. For a workforce management initiative to succeed, it must ensure that human capital with the right skills is availed on a timely basis and in the most cost friendly way. A good workforce management initiative (WMI) at IBM ensures that human capital connects with both clients’ needs and the company’s strategy. IBM’s WMI is very useful in supporting its Globally Integrated Enterprise (GIE) strategy. Its WMI is essential in harnessing all its consulting business opportunities through improved h...