Case Summary IBM, founded in 1911, headquartered in New York, transformed itself over a period of approximately one hundred years from an international, multinational enterprise to an integrated global enterprise. In 2008, IBM shifted its focus to defining and developing leaders for a global economy. This effort included making the globally integrated enterprise relevant to all employees through IBM's values, culture and global citizenship. The goal was to ensure that IBM could compete globally. IBM realized that it needed to examine how it worked, while gaining a better understanding of any gaps, dilemmas, and opportunities (Moss Kanter, 2008). IBM realized that it was imperative to engage with the diverse global population, building meaningful relationships with its customers, discussing public policies, social issues and their commitment to sustainability. Through localization, IBM was able to demonstrate its commitment to the success of these markets. IBM has shifted its focus from New York, developing new best practices, with fewer power holders and more integrators. GIE's efforts have created global resources, value for customers, delivering ideas and opportunities everywhere in the world, increasing innovation, enriching and changing IBM at the same time (Moss Kanter, 2009). Key Issues Many, including the public and governments, have misunderstood the concept of globalization, especially in emerging markets with state-owned and controlled enterprises. IBM leaders in mature markets were concerned about the impact of globalization. IBM was experiencing rapid expansion of both workforce and revenues outside the United States. Although IBM employed local staff at its many locations around the world, outside of the United States it was still a foreign enterprise (Moss Kanter, 2008). IBM...... middle of paper ...... uing civil society and its leaders must be trained on these emerging dynamics (Palmisano, 2006). An GIE can only survive if it is highly flexible and agile, in a fast-paced environment in a constant state of change (Rae, 2010). Works Cited Dewhurst, M., Harris, J., & Heywood, S. ( 2011). Understanding the “penalty of globalization”. McKinsey Quarterly, (3), 12-15. Moss Kanter, R. (2008). IBM in the 21st century: the advent of the globally integrated enterprise. Harvard Business School. Retrieved from http://hbr.org/product/ibm-in-the-21st-century-the-coming-of-the-globally/an/308105-PDF-ENGPalmisano, S. (2006). The globally integrated company. Foreign Affairs, 85(3), 127-136.Rae, J (2010). The dirty little secret of innovation. Bloomberg Business Week. Retrieved from http://www.businessweek.com/innovate/content/jun2010/id20100621_275035.htm